Book Description
This book is an entertaining and practical guide for every trainer and performance improvement professional as it tackles the three universal and persistent questions of the profession--how do learners learn, why do learners learn, and how do you ensure that learning sticks. This interactive book with it fun and breezy style illustrate the authors' point of view that learning should be active and enjoyable. Playful illustrations demonstrate the solid research that back up the authors' contentions and help readers separate learning myth from fact to dispel beliefs and practices that often harm the instructional process.
Customer Reviews:
Well Done.......2007-08-15
Reading this book was well worth my time. The authors present academic concepts in plain english. They did a great job of shifting my training mindset from a focus on content to a focus on learning. They gave me many practical strategies for improving my trainings.
Best purchase for training EVER............2007-04-05
There are so many "how to train" products out there and most are so academic so as not to be practical. This book is easily understandable, fun and most of all, practical. I have already incorporated most of what I've read and have seen dramatic improvement in our new employees' performance. Reading this book was as comfortable as talking with a friend over coffee, very informal and very fun! Thank you!
Must Have!.......2007-01-23
This book is a perfect blend of theory and practical application in a compact package. Small enough to slide in a purse or briefcase, so you can take it with you when you need to brush up. Love it!!!
Telling Ain't Training - great tool for trainers.......2007-01-18
This book is a great tool for trainers. Not only does the book explain the dynamics of adult learning and training approaches, it provides 25 learning activities to help keep your programs interesting, fun, and productive. This met all of my expectations.
I've never read a more interactive book!.......2006-02-25
I have read a lot of books recently to increase my work knowledge, and I have to say that this book was the easiest and most fun to read. The writers have done an excellent job getting the reader involved, which increases the amount of information one is able to remember. This book is a real pionner in how to write educative books. Oh, yea, and the content was outstanding!
Book Description
Whether precipitated by sudden tragedy, CEO performance issues, or a key executive simply going elsewhere or retiring, succession planning has become a front-burner issue in corporate boardrooms across the country. For board members, CEOs, and anyone concerned about the quality of governance in corporate America, CEO Succession fills the need for a practical, best-practices roadmap that puts the board of directors squarely at the helm as the guiding force for ensuring the steady flow of effective leadership. Authors Carey and Ogden draw on personal interviews and their own behind-the-scenes work with the CEOs and directors of some of the leading companies in the world to articulate the field-tested strategies and techniques boards need to create a systematic and transparent planning process that promotes a seamless transition of leadership at every level in the organization. With an up-close look at such companies as Metropolitan Life, Hewlett-Packard, Mellon Bank, and GTE, CEO Succession shows how to put in place the key elements essential in the succession planning process: establish and sustain a reliable succession agenda and timetable; implement a self-renewing succession culture that develops leaders at all levels of management; create a healthy relationship between the Board and CEO that keeps the CEO on track; and benchmark internal candidates for CEO and other top posts with comparable outside leaders. With practical guidelines and experienced advice from leading consultants in this field, CEO Succession offers a long overdue antidote to what stakeholders, Wall Street, and the media have decried as a lack of board leadership in carrying out its fundamental fiduciary responsibility: ensuring the steady flow of effective leadership in Corporate America.
Customer Reviews:
Packed With Knowledge!.......2001-03-30
Authors Dennis C. Carey and Dayton Ogden present a thorough, insightful guide to choosing a new Chief Executive Officer in this nicely written, concise book. Offering plenty of inside information and real-life corporate examples, the authors explore their ideas without resorting to fluff or to the dry, dull prose that often fills such books. Given their experience helping corporations choose CEOs and other executives, the authors know what they're talking about and understand the tricky issues involved in putting any advice into practice. Their book delivers what it promises, and given that it can be repetitive, it delivers on some of those promises two or three times (but we're quibbling, some of those lessons do bear repeating). We [...] recommend this book to anyone involved in executive succession and recruitment, especially board members (read it now, before you ditch your CEO, not after).
Leaders should follow the guidance in this book........2000-10-22
An invaluable guide to this very difficult problem. Ogden, perhaps the world's leading expert in this field, makes a compelling case for deliberate long term planning, tailored to an enterprise's specific needs. His laserlike focus and penetrating analysis seem like a hidden national treasure.
Corporate titans and politicians who would like to be statesmen ought to read this book and heed the lessons offered.
Long Live the King! The King Is Dead! Long Live the King!.......2000-07-29
Shareholders naturally assume that boards have succession for the CEO and other top executives all figured out. WRONG! A well kept secret is that many CEOs try to stall in this area, as a way to make themselves more secure.
Even the companies that work in this area can be unprepared. A young CEO may suddenly jump to another company (as Ray Gilmartin did from Becton Dickinson to Merck), die unexpectedly of a heart attack (as Jerry Junkins did at Texas Instruments), or fail to perform to the board's expectations (as has happened to many companies). Couple that with the fact that irresistible forces may mean that the style that worked well in the past won't wash any more, and apparent succession preparation can equal being totally clueless.
The authors are headhunters with Spencer Stuart and share what they learned in interviews during 1996 and 1997 at Met Life, Caterpillar, Hewlett-Packard, Mobil, Continental Grain, SmithKline Beecham, Delta, Mellon Bank, Bestfoods, Foster Wheeler, Hercules, and GTE. They also interspace other examples. One of the difficulties with a book like this is that things don't always turn out as they seem. A lot of praise in the book goes into Coca-Cola's preparation for the unexpected death of Roberto Goizueta. Douglas Ivester is quickly invested, which is where the book ends. But we know that he also was almost as quickly divested as he turned out to be a poor replacement. This replacing CEOs is a tough business. As irresistible forces become stronger and more volatile, replacements will probably occur even more frequently.
The book concludes that 10 key practices are required: Have a strong, involved board; continually expose the top management team to the board; encourage the next generation of CEO prospects to get early experience with outside boards, the media, and the financial community; create an active executive or operating committee so more executives get exposure to an overview of the company, its strategy and issues; do succession planning on an on-going, real-time basis; take as much human drama out of the process as possible (it's especially hard on number twos); tie some of the CEO's compensation to succession planning and progress; have the directors be paid in stock and make additional investments in the company's shares; calibrate the internal candidates with external ones; and develop a culture that encourages succession (a la Built to Last).
So much for the summary. Here are the problems. Although this book purports to be a best practice book, it does not investigate enough companies to succeed. This is actually a limited survey of practices, with picking out some that seem to work better. To be accurate, such a survey would have had to consider in equivalent detail at least 400 companies. A handful won't cut it.
Second, they have to measure of success in succession. They obviously like some better than others. Without some success measure, you cannot pick out best practices.
Third, the book plugs a service that appears to be from Spencer Stuart in callibrating internal and external candidates. To me, that made the book read like a virtual ad rather than a book about management practices.
Fourth, the audience spoken to was mostly boards and CEOs. There are a lot of other stakeholders out there, like customers, employees, suppliers, distributors, and the communities the companies serve. Shouldn't their reaction be considered in deciding which successions work well and which do not?
I could go on, but you get the idea. The authors needed someone to help them design a methodology before they started. Without one, they have produced a book, and some of what it says seems to make sense. With an appropriate methodology, I am sure they could have produced a much better book.
If you want more information on the subject, your best source in my opinion is to read the case studies in Directors & Boards, a magazine devoted to corporate governance. The material I have read in that magazine is consistently superior to what is in this book.
Good luck in overcoming your disbelief stall that people who recruit CEOs should know how to determine best practices in the area of CEO succession.
An important book for investors, advisors and leaders........2000-04-27
CEO Succession is a landmark book for anyone thinking seriously about the future of an organization.
When considering the challenge of extending the benefits of a strong Founder or CEO to a future without that individual, CEO succession is an indispensable book.
Articulating enduring principles and practices of succession in a highly engaging tone, Ogden and Carey clearly illustrate why organizations must plan for an uncertain tomorrow.
Insightful book for all of our life transitions.......2000-04-23
While this charmingly written book is obviously written for CEOs and Boards of Directors, I found it to be highly relevant to other phases of life from high school graduation to being promoted.
It is always difficult to plan for the future and planning for the future of leadership is especially difficult.
From the best practices of business icons we can all learn a great deal about how to built a more lasting business, club, or school in addition to finding a happy approach to leaving something that has significant meaning.
Enjoy the book and think broadly about its message, I did!
Book Description
In Leading the Way, Hewitt Associates’ business leaders Robert Gandossy and Marc Effron present their findings from the largest research project ever conducted on leadership, the "Top Companies for Leaders." Using data from more than 600 companies around the globe and interviews with senior executives at the top companies, they present a compelling business case for investing in growing leaders. Their stories, examples, and tactics provide tangible, practical tools for leaders everywhere.
Download Description
As companies recognize the value that superior leaders deliver, they're fighting harder than ever to recruit and retain the best. The combination of changing demographics and economic challenges means that companies no longer have the luxury of taking a trial-and-error approach-or of having no approach at all-to building leadership quality and depth. They want fact-based, tested methods and tools that fit with their organization's culture and support their business goals. They need clear guidance on how to build a diverse, highly qualified leadership team today and how to sow the seeds for great leadership tomorrow. Based on the world's largest study of the best approaches for building leaders, Leading the Way, provides this guidance. Through anecdotes and case studies from companies such as IBM, GE, Honeywell, The Home Depot, and many more, the book illustrates what Top Companies do to develop leadership talent, and suggests ways that organizations can implement the programs and practices that will ensure a holistic approach to sustaining capability and growing great leaders.
Robert Gandossy (Redding, CT) is a Global Leader for Hewitt Associates' Talent and Organization Consulting.
Marc Effron (Darien, CT) is the Global Leader for Hewitt Associates' Leadership Consulting Group, in which capacity he guides Hewitt's research and consulting efforts on leadership.
Customer Reviews:
Excellent description on how leading companies develop leaders.......2006-03-20
Well organized, "Leading the Way" describes how leading companies develop their leaders. In particular, I valued the analysis on Total Return to Shareholders (TRS) increase that the participation of CEOs on leadership development can have. Very useful in communicating why leadership development is important. Highly recommended.
A useful book on developing leadership capabilites.......2004-04-21
"Leading the Way: Three Truths from the Top Companies for Leaders" by Robert Gandossy and Marc Effron, deals with the three leadership truths which they believe provides "critical foundation" to build strong leaders. The three leadership truths are: 1) The CEO and Board of Directors should provide leadership and inspiration (actively involved in leadership processes) , 2) A maniacal focus on high-potential leaders (identify the best talent and providing challenging assignment for them) and 3) Doing the right programs the right ways (developing programs that would help enhance leadership skills). However there are other "Little Things" that organizations should also considered in terms of building leaders such as communication, paving the way for social networks, fostering reciprocity and others which are seemingly unimportant issues or frequently overlooked, but are actually crucial for organizations. These are explained in great details in the book. Finally, the authors feel that leadership programs in general should be link directly to the organization's business strategy.
The last chapter in "Leading the Way" deals with future trends that organizations need to face in order to be successful and five rules that the authors feel were curcial to develop leadership capabilities. I think overall, this is a useful book to learn and understand about developing leaders as the authors provided examples, and anecdotes which are useful in terms of illustrating the authors' point of view. My only criticism of this book is that I wish the authors had structured it better within each chapters. There are many subtopics within each chapter which can be a little confusing and can be combined. However, I do find the short summary in each chapters helpful. Anyone who is interested to know more about developing leaders should definitely read this book.
Book Description
A pair of insiders and a host of corporate directors reveal the all-too-human failings that lead to corporate mismanagement and malfeasance. Seymann and Rosenbaum argue that the corporate meltdowns of 2002 resulted more from a lack of director focus than a lack of rules, and they come up with commonsense solutions that can be implemented immediately. In Plain English, they dissect the corporate practices that defy logic, the questions that are never asked or answered, and the hidden traps that snare so many corporate boards. The Governance Game is required reading for CEOs and directors, for investors and consumers, and for anyone who wants to understand what went wrong with corporate America - and how to fix it.
Download Description
A pair of insiders and a host of corporate directors reveal the all-too-human failings that lead to corporate mismanagement and malfeasance. Seymann and Rosenbaum argue that the corporate meltdowns of 2002 resulted more from a lack of director focus than a lack of rules, and they come up with commonsense solutions that can be implemented immediately. In Plain English, they dissect the corporate practices that defy logic, the questions that are never asked or answered, and the hidden traps that snare so many corporate boards. The Governance Game is required reading for CEOs and directors, for investors and consumers, and for anyone who wants to understand what went wrong with corporate America - and how to fix it.
Customer Reviews:
The Governance Game.......2003-12-16
As the environment for corproate governance continues to evolve, this book offers a quick, insightful read for what is expected in today's climate.
governance.......2003-08-04
The author makes bold, logical and necessary recommendations for the enhancement of corporate governance in a reader friendly format. This is a valuable contribution to the subject and should be carefully considered by all boardroom constituencies - directors, emloyees, investors and other key stakeholders.
by Susan Shultz, author, The Board Book(AMACOM)
Book Description
The Training Manager's Quick-Tip Sourcebook is a comprehensive guide that distills the best thinking and planning from experts in the field of training and development. This handy resource offers you proven solutions to a variety of training challenges, including quick steps for taking the pulse of your training programs, analyzing training costs, and identifying return on investment pitfalls. In addition, the book contains easy-to-use tools and strategies that tell you how to
- Build a solid training business plan
- Sell your training plan to management
- Conduct a quick and accurate needs assessment
- Compute training costs and ROI
- Understand and use e-learning in the most appropriate way
- Translate training into performance improvement
- Expand your training department's reach in thoughtful and innovative ways
Book Description
This title present practical ideas for action and in-depth examples of what training departments that range in size from one part-time employee to five full-time people can accomplish. Representing a wide range of industries, you'll understand the challenges and opportunities for small training departments.
Customer Reviews:
Excellent collection of real life training experiences........1999-09-04
As a training consultant I often get tapped by organizations to help design, refine and implement small HRD departments. The training function is often the last HR speciality to be added and one in which HR generalists have the least experience. "Managing the Small Training Staff" offers the reader a wide variety of initiatives and interventions for the reader to review. I have utilized this book in my consulting practice to expose new practioners to a variety of real life training experiences.I particularly appreciate the candor of the writers who elaborate on both successful and unsuccessful efforts.A great case study book for new trainers and a valuable resource for more seasoned practioners!
A useful tool for HRD practitioners and students........1999-03-25
I reviewed this book from the perspective of an instructor teaching graduate level HRD classes. Students in my classes range from aspiring professionals who have no prior HRD experience to those with significant experience. It is always a dilemma to find texts that can meet the needs of all the students; but I think this one can. For the inexperienced student, the 12 cases provide a solid base of information about what the training role is all about, at least in small training departments. For experienced practitioners, it provides examples of how other professionals have addressed opportunities and challenges common to everyone in similar roles. While it does not profess to be a compendium of best practices, it certainly can be used to benchmarks one's own practices.
The twelve cases cover businesses of various sizes and in various industries from a small rural bank to a large multi-national bio-medical manufacturing company. In none of the cases were there more than 5 training staff. The cases are presented using a somewhat standard format: a description of the company, a description of training's mission, role and structure, discussion of some challenges, a success story and some lessons learned.
If anything is lacking in the book, from an instructional standpoint, it is that it does not attempt to analyze or synthesize the information presented. Therefore, while it can be used as a resource for discussion, it likely could not be used as a stand alone text.
Average customer rating:
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Mentoring Executives and Directors
David Clutterbuck , and
David Megginson
Manufacturer: Butterworth-Heinemann
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Techniques for Coaching and Mentoring
ASIN: 0750636955 |
Book Description
Mentoring is one of the fastest growing forms of management development and the strongest growth area in mentoring is at director level. Very little is known about the nature of these relationships and the shutters on director mentoring are opened through a series of structured interviews with directors and their mentors.
'Mentoring Executives and Directors' is a lively, informative read including company and individual cases across a wide spectrum of sector and company size.
It will be of considerable interest to Human Resource professionals and academics, headhunters and management consultants as well as senior managers, executives and directors, and their mentors.
The only book on mentoring for directors and senior executives
Explains how to sustain learning in people at the top
Practical and research based
Customer Reviews:
Thorough coverage.......2000-06-08
A practical introduction to mentoring from all major perspectives. Overall, the book is essential reading for any would-be mentors or mentees. It illustrates the role of mentoring, particularly where the need is to support, encourage & develop key executives or to pass on corporate culture to new employees.
Book Description
Many organisations are changing the structure of some of their internal service departments such as HR and Finance, to give them a more consultative and strategic role within the company. However, in many cases, this takes place with little thought as to how the new function can be best established and how the individuals themselves need to change in order for it to be successful.
The book is about helping practitioners understand what is involved in operating as a business partner within an organisation. It will help them to assess how to make the transition from working operationally to working in a more strategic position and will equip them with the tools and techniques to help them in their new role. For generalist HR practitioners who are about to embark on Business Partner roles, or who are struggling to make a difference in such roles, the personal change journey can be made more difficult if people do not know what is involved, or understand how HR Business Partners can make a positive difference to their organisations success. The temptation then to revert to familiar activities can be strong and dangerous to personal and functional credibility.
The authors draw on their experience of working with HR teams to show what being an HR Business Partner means in practice. They look at the challenges and what can be done to address them, and provide practical insights into how to develop the skills and confidence required to really make a difference in Business Partner roles.
* Outlines what being an HR Business Partner means in practice
* Use of tools and techniques will be illustrated through practical case study examples
* Shows how to develop a range of skills for building internal & external client relationships
Download Description
Many organisations are changing the structure of some of their internal service departments such as HR and Finance, to give them a more consultative and strategic role within the company. However, in many cases, this takes place with little thought as to how the new function can be best established and how the individuals themselves need to change in order for it to be successful. The book is about helping practitioners understand what is involved in operating as a business partner within an organisation. It will help them to assess how to make the transition from working operationally to working in a more strategic position and will equip them with the tools and techniques to help them in their new role. For generalist HR practitioners who are about to embark on Business Partner roles, or who are struggling to make a difference in such roles, the personal change journey can be made more difficult if people do not know what is involved, or und
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Teaching Hard, Teaching Soft: A Structured Approach to Planning and Running Effective Training Courses
Colin Corder
Manufacturer: Gower Publishing Company
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Binding: Hardcover
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Books:
- The 4 Dimensional Manager: Disc Strategies for Managing Different People in the Best Ways (Inscape Guide)
- The Amazing Power of Deliberate Intent 4-CD: Part II: Finding the Path to Joy Through Energy Balance
- The Art of Possibility: Transforming Professional and Personal Life
- The Art of Project Management (Theory in Practice (O'Reilly))
- The Clinton Crack-Up: The Boy President's Life After the White House
- The Distance Manager: A Hands On Guide to Managing Off-Site Employees and Virtual Teams
- The Elegant Solution: Toyota's Formula for Mastering Innovation
- The Fifth Discipline Fieldbook
- The First 90 Days: Critical Success Strategies for New Leaders at All Levels
- The Leadership Pill: The Missing Ingredient in Motivating People Today
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