Book Description
How do you develop the people who will one day lead your company? High Flyers challenges conventional wisdom about how to groom executives for the top positions in the firm by presenting a strategic framework for identifying and developing future executives that senior managers can use to identify and develop future executives. McCall demonstrates that the best executives aren't necessarily managers who possess a previously identified, generic list of traits or who have risen to the top through survival of the fittest. Rather, the real leaders of the future are those who have the ability to learn from their experiences and remain open to continuous learning. If these people get the right experiences on the job, they will have the ultimate opportunity to learn new executive skills. Full of vivid real-life examples, High Flyers is for everyone in the organization who has responsibility for developing people--as well as for aspiring managers who want to learn what it takes to become truly effective leaders. For companies, High Flyers demonstrates the power of executive development as a competitive advantage and the way to ensure the best leadership for the future.
Customer Reviews:
An important Contrubtion.......2005-11-25
As an avid read of "leadership development" books, I found High Flyers very stimulating and thought-provoking. While I believe that talent is more than "the ability to learn", I do believe leaders who have this quality are best able to leverage their God-given talents and gifts whatever they are. The most important contribution of this for me was the emphasis on the power of experience and the ability to learn from it. With so much emphasis of leadership development being about acquring knowledge and skills, I felt McCall brought balance to this over-emphasis.
More about executives than leaders..........2002-01-18
The author is a professor of management at USC, so his perspectives on leadership are limited to those qualities found in executives and in very large businesses that support the training of executives. The most helpful aspect of his book is that McCall urges large companies to develop systematic training for executive leaders, rather than leaving younger executives in a sink-or-swim situation. He also has a bias against ruthless, cut-throat competition and male testosterone-driven demonstrations of power and wealth that executives can get drawn into or promote.
Nevertheless, the book is limited: it says very little about leadership as a quality found in other people, other settings; implies that leadership is a unique quality of exceptional people that can be taught to those up-and-coming risers primarily; and supporting data is quite limited. He stumbles when he talks about leadership per se by using an example of a child violin prodigy, as if this child-becoming-virtuoso should be our model of leadership development.
It also is overwritten, the way stuff from Harvard Business School Press is overwritten: breathless, breathtaking, fawning over winners, etc.
Decent book, especially if you are new to the field.......2001-07-21
This is a pretty good book for those new to the leadership literature. Its main point is that leaders are made, not born. I found it a little long for the point it was making, but thats probably because I've read other books in the area.
A Process for Strategy-Driven Leadership Development.......2000-10-16
You will find a thoughtful, thorough process here for using a company's strategy to delineate what kind of leaders you will need, identify the leadership experiences that can create that type of leader, then to locate those who have the highest potential to develop those capabilities (those who learn rapidly and well), and to monitor progress. This is a very humane book that will help many avoid the painful career derailments that we read about all too often when a top performer suddenly crashes and burns in public.
By comparison, most companies are looking for executives with the right stuff for today, not the future. Then in a Darwinian process of survival of the fittest, those with the best track records win the leadership roles. Professor McCall points out a very serious flaw in this model, in that many people progress without developing any better leadership skills. With more and more success, leadership skill may actually drop as strengths and competencies are more and more likely to turn into weaknesses as they become exaggerated and weaknesses stay weak. He uses a detailed case history of Horst Schroeder, who was fired as president of Kellogg's after only 9 months, to make these points.
On the usually-correct assumption that your company has not yet brought this new model to bear, the author presents an excellent appendix for helping an individual executive to plan and implement one's own development.
"The message of High Flyers is that leadership ability can be learned, that creating a context that supports the development of talent can become a source of competitive advantage, and that the development of leaders is itself a leadership responsibility." I suggest that you consider Jack Welch at General Electric as the embodiment of the truth of this statement.
Now let me share my concerns about this book. Most companies change strategies at least as often as they change CEOs. Many do it even more often. The average life of a strategy has to be about 3-5 years. That's too short a time to be the context for a leadership development program, unless the new strategy requires exactly the same kind of leaders -- which is unlikely to be the case. In such environments, leadership recruiting probably deserves more attention than leadership development. On the other hand, strategy should not change so often. As my co-author and I point out in The Irresistible Growth Enterprise, it is possible to have a constant mission, vision, and strategy in the midst of a rapidly changing business environment if you think through the issues of potential volatility in advance. In that sort of company, this book's approach will prosper, as will the company and its stakeholders. I urge you to combine these perspectives and approaches in that way.
My other concern is that mission, vision, and emotional context are more important than strategy to success. Professor McCall unaccountably ignored those other important "fit" and "development" issues. They should certainly be added back into this general model by anyone who is interested in systematically developing and providing more and better leadership.
After you have finished reading this excellent book, consider the next governmental election you are asked to vote in. How could government leadership be improved by using a similar process to develop the next generation of elected candidates? Certainly, the task of governing is becoming ever greater yet the current process has all of the flaws of "survival of the fittest" that Professor McCall describes here. We can do better. How should we?
How can this process be used in a nonprofit organization that you do volunteer work for?
A MODEL FOR DEVELOPMENT OF THE NEXT GENERATION OF LEADERS.......2000-06-29
MCCALL INTRODUCES A MODEL FOR THE DEVELOPMENT OF THE NEXT GENERATION OF LEADERS, SUGGESTING THAT PEOPLE WHO ARE ABLE TO LEARN FROM EXPERIENCE WILL LEARN THE NECESSARY LEADERSHIP SKILLS, IF THEY ARE EXPOSED TO THE RIGHT KIND OF EXPERIENCES, AND IF THEY RECEIVE THE RIGHT KIND OF SUPPORT IN THEIR LEARNING EFFORTS. HE POINTS OUT, THAT IT HAS TO BE THE BUSINESS STRATEGY AS DEFINED BY THE TOP-MANAGEMENT THAT DETERMINES WHICH LEADERSHIP SKILLS ARE REQUIRED FOR THE FUTURE OF THE ORGANISATION, AND WHICH KIND OF EXPERIENCE WILL BE KEY FOR THE INTENDED PERSONAL DEVELOPMENT (188).
McCall starts by discussing the nature of leadership skills: are they a set of skills, that one either does have or not, or can they be learned? Based on his previous research he holds, that executive leaders are more made than born. Therefore he asserts that leadership potential can not be identified by looking for a profile of "competencies", but by looking for the ability to acquire the skills that will be needed in the future. Only this approach will insure leadership capability in a world of rapid change (4/5). McCall goes on by contrasting a "selection perspective" and a "developmental perspective". If leadership requirements are seen as a finite set of positive attributes, or "competencies", a leader either has them or not. Experience will be a test to verify whether one has them or not. On the other hand, if leadership requirements are seen as something that can come in multiple possibilities, a leader might obtain them, but also loose them, over time. Experience will be a source of the required attributes.
To build the case for a developmental perspective, McCall analyses "derailment" cases, were things went wrong. Using the example of the president of Kellogg Co., Horst Schroeder, he names five factors of initial success, which are common to people who failed at a later stage of their career: track record, brilliance, commitment, charm and ambition (29). When looking at the causes for the turn from success to failure, he lists four elements: 1) strengths can become a weakness, 2) blind spots or weaknesses that did not matter initially, later do matter, 3) success can lead to arrogance and 4) bad luck. (36).
McCall then sets out to define what would be the "right kind of experience". He outlines sixteen developmental experiences, coming in four groups: 1) assignments, 2) other people, 3) hardships and 4) other events (68). McCall emphasises, that there is no such thing as a generic development path, however, meaning that many different experiences can be useful. Development, therefore, is about a rational use of experience (81).
McCall holds that executive development should be determined by business strategy: the business strategy has to suggest which experiences are the most important for development (108). He points out that there are already processes at work, that have to be identified first. He than uses a case study (99) to describe the path from strategic intend to executive development: strategy, e.g. "sustained growth", was translated into leadership challenges, e.g. "dealing with increased complexity effectively". These leadership challenges were subsequently translated to possible developmental experiences, e.g. "lead an expansion that requires adding something new or different".
As McCall believes that leadership talent should not be identified by using a list of end-state attributes, but by looking for the ability to learn what needs to be learned from experiences, he introduces a growth model for talent (130). First, talented people will have to pay the "price of admission" for getting the organisational attention and investment. This involves being committed to making a difference, seeing things from new angles and having the courage to taking risks. Then, talented people will take advantage of the opportunities generated by the visibility. The next difference that characterise talented people is that they increase the learning opportunity. Finally, they take learning to heart, and change as a result of the experience.
Because of the central role of "the right kind of experience" in the development of the next generation of leaders, the mechanism to move people from one assignment to another is McCall's next focus. Succession planning can be more productive from a developmental perspective, if replacement candidates for key assignments are not identified on the basis of their current readiness for the job, but on the basis of how much they could learn from it. He predicts, that decision makers would only dare to do so, if they are not only held accountable for short-term results, but also for development of talent to meet future strategic needs (149). In organisations, were no formal system for movement exists, tactics for development could include making deals with other managers, influencing individual executives and counselling talented people to play a more active role in their own development (153). Yet another approach would be reengineering or corporate restructuring, presenting opportunity to redesign jobs without necessarily reassigning people (157). In conclusion, McCall underlines that people learn most by doing things they have never done before.
McCall defines three catalysts as the right kind of assistance for the learning efforts of leadership talent: 1) improvement of feedback, 2) provision of incentives and resources, 3) support of the change effort (181).
In his final chapter, McCall summarises the case for strategic executive development: 1) leadership makes a difference for the successful change of organisations, 2) leadership can not always be found or bought outside, 3) derailments are expensive and therefore should be avoided, 4) "survival of the fittest" is not the same as "survival of the best", meaning that leaving leadership development up to chance is foolish, 5) development cost are already sunk for the larger part, so at least the return on the investment should be sought for, 6) creating a learning environment is consistent with employee empowerment, 7) it is good business practice and good for stakeholder relations.
The book is certainly worth reading.
Book Description
200 + Harvard Business School graduates and other top executives give advice on how to succeed early in your career
New graduates are full of potential but sometimes lack the prowess to become a rising star. Firmly aimed at future CEOs, New Recruit to High Flyer provides the means to rise up from the trenches and move up the corporate ladder into a bigger, more visible role within an organization.
Focusing initially on attitude, the most important factor in achieving career success, Karseras moves on to encourage the development of the fundamental skills required to succeed: a systematic approach to work, performing excellent research and analysis, developing strong communication skills and becoming highly proficient at project and people management. He also instructs on how to navigate the political organization by building networks, developing mentors, understanding the political maneuverings of the work environment.
Customer Reviews:
Great gift for a new graduate.......2007-04-24
Great book. I found this book is much more practical than many other related books. It contains countless specific tips and steps you can take. And as a previous review notes, there are plenty of books on how to land a job, but this is the rare one that tells you how to excel once you have the job. Very readable, valuable, practical and even humorous at times. The last thing I'll mention is that I like the way the author drew on interviews from a number of sources. I'm suspicious of books that tout the approach of just one successful individual. I might not be like that individual. I find the interview approach much better because it identifies common themes and approaches that have worked for a range of people.
Accuracy of the book reflected in the cover image........2007-02-16
The content of the book is accurate and new. But, most of all it is practical.
The major focus is on attitude and doing good work. Between these two focuses you will do great. The book explains how to maintain and brand yourself with an attitude, while also providing the tricks of the trade in doing good work. The book is simple and straight forward. There is very little B.S.
I am at the beginning my career and have seen great results so far. After reading the book, I have given to a colleague and to a friend. Both have enjoyed it and wish they had read it earlier in their careers.
A 'bible' every new hire needs to make the most of a new position........2007-02-09
Numerous guides cover how to land a job - but few focus on how to succeed as a new hire. From New Recruit to High Flyer covers everything from project and people management to understanding office structure and relationships, providing real-life examples from those who have succeeded as new hires. Common pitfalls and how to overcome them are included in a 'bible' every new hire needs to make the most of a new position.
Diane C. Donovan
California Bookwatch
Great advice for anybody with ambition and will to grow.......2006-11-24
This book has been great and it is helping me a lot. Even though I have started my career some years ago I am still missing some key points. The fact that the author is not only giving his own advice, but he is using the best bits and pieces from people that went to Harvard. I guess that quite a few of these are really intelligent and ambitious guys.
Topics that are covered are how to get the right attitude every day at work, how to be systematic in your approach to your career, how to develop the right tools for doing research, how to write and speak effectively, and how to communicate in different situations, and other three important topics that are hard to address when you are just starting in the business world: networking, mentoring, and politics.
If you don't think you know it all get this book it will have a possitive return on investment!
Average customer rating:
- A Spiritual Hospital in Action
- High Flyer - grounded
- A Moderate Let-Down
- nutterguff
- faith and mystery - perfect blend
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The High Flyer
Susan Howatch
Manufacturer: Knopf
ProductGroup: Book
Binding: Hardcover
 British
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The Heartbreaker: A Novel
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The Wonder Worker (Ballantine Reader's Circle)
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Absolute Truths
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ASIN: 0375410570
Release Date: 2000-07-05 |
Amazon.com
"When I first saw my temporary secretary it never occurred to me to flirt with him." The bemused confidence and upended assumption of this first sentence from The High Flyer, by Susan Howatch, reveal a great deal about the character who speaks it and the shape of this novel as a whole. The narrator, Carter Graham, is a successful London lawyer, a "high flyer" whose thoroughly secular plan for a perfect life (clothes, car, kids, etc.) is proceeding quite punctually, thanks to her strong sense of entitlement and her talent for social manipulation. The events that follow, however, undermine Carter's confident assumptions regarding the inner lives of the people around her. Carter meets and marries another high flyer, a charming business titan named Kim. Slowly, Carter learns of Kim's involvement in the occult, his Nazi past, and the suspicious circumstances surrounding the death of his former wife. As the mysteries of Kim's past are revealed to Carter, Kim's personality undergoes a deep and demonic transformation. Carter, terrified, seeks shelter at a Christian healing center, where a cast of clerics and lay people help Carter reconstruct a life for herself, and a theological and psychological framework that makes some sense of the blindness and betrayal that destroyed her life with Kim. "[C]reation's not about efficiency," explains one character, "it's about love. It's about shedding blood, sweat and tears to make the thing you care about come right. It's about enduring the shadow side of creation and using it so that in the end everything can be brought into the light." The novel's greatest strength is its suspenseful plotting, which calls to mind (thanks in part to the narrator's frequent allusions to) the films of Alfred Hitchcock. --Michael Joseph Gross
Book Description
Carter Graham is a successful, financially secure London lawyer in her mid-thirties, a partner in her firm. She has the perfect clothes, the perfect car, the perfect apartment and, as of a few months ago, the perfect husband. She is perfectly on track, exactly where she hoped to be at this point in her life. Except that reality is about to change her course.
Carter slowly begins to learn that her husband, Kim, is not what he seems. People from his past hint at a serious involvement in the occult and at a connection between his family and the Nazis. Carter has a disturbing encounter with the "psychic healer" who warned Kim against their marriage; and, even more alarming, with what seems to be the ghost of Kim's ex-wife, recently deceased in a suspicious accident. Kim grows more and more cagey in his explanations for his increasingly devious behavior. Bit by bit, everything Carter thought she knew about him--and about herself--is called into question.
Her world shattering--is she going mad?--Carter plunges into a darkness and terror she has never known before. In desperation, pushing past her long-held scepticism, she seeks shelter and help at St. Benet's Healing Centre. Now, with the aid of the people who run the Centre--Father Nicholas Darrow, a mysteriously alluring healer; Father Lewis Hall, Darrow's down-to-earth counterpart; Alice, the magnificent cook and all-round angel of mercy; and Tucker, a lay worker whose interest in helping Carter is both altruistic and deeply personal--Carter begins a psychological and spiritual journey that will bring her to a startling understanding of Kim and, more important, of her own life, past and future.
Following in the tradition she has so brilliantly made her own, Susan Howatch once again gives us a novel that weaves together the ecclesiastical and the earthly in an electrifying, masterfully told story.
Customer Reviews:
A Spiritual Hospital in Action.......2007-06-22
Once again Howatch manages to blend western medicine, psychology and spiritual healing in the setting of St. Benet's Healing Centre.
This novel has less psycho babble than Wonder Worker and has a strong, suspensful plot, all told from the perspective of the main character, Carter Graham. It is refreshing to see Nicholas, Alice and Lewis from Carter's perspective. There is also the addition of a new character: Eric Tucker.
The occult, ghosts and poltergeist activity appear in this book and are thoroughly defined and described. Nicholas also tackles Calvinism and describes the judgment of God using a moving analogy of the Sheepdog Trials.
Carter is an atheist who very gradually begins to embrace the light of Christianity and the need for healing. We see her struggle to accept people as they really are, not as she would like them to be. And just like Alice did in Wonder Worker, Carter ends up helping Nicholas as much as he helps her.
High Flyer - grounded.......2007-01-28
This book started out as an interesting story about strong people and social situations. It tuned into a poor exchange between "good and evil". For me it was a huge disappointment.
A Moderate Let-Down .......2004-10-10
I agree with the reviews by Episcocrank and Diane Davis. I was enthralled with the Starbridge Series (six books) even to the point of planning to read them again one day. However, Wonder Worker was a trifle disappointing and The High Flyer more so. The latter is far too long, and all of the "counseling" sessions were too prolonged and repetitive, as was Carter's dilemma itself following Sophie's demise. I won't give this author up, though, and I'll soon begin The Heartbreaker.
nutterguff.......2004-07-27
Why do I keep reading Susan Howatch novels? Because I can't resist the positive way she depicts Christianity in general and Anglicanism in particular. Because I am enthralled with her images of a loving God and supportive, healing communities of people.
What I am finally realizing, though, is that Howatch's novels are actually romance novels. In High Flyer, the cunning corporate female protagonist so sharply and tellingly depicted in the early chapters of the book abruptly degenerates into yet another sniveling, quivering Howach heroine desperately in need of male protection by chapter 10. Such a sudden and drastic transformation is just not believable. And, oh my, there are a plethora of knights in shining armor poised to rescue her. Her next love interest is already slavering at her feet even before the plotline conveniently disposes of her husband. Books like this one are at once entertaining and infuriating.
And, amid all the psychobabble, how often do real adults employ (constantly!) terms like "fruity-loops"?
faith and mystery - perfect blend.......2004-06-18
Nashville City Paper BookClub Column - May 27, 2004
I also really liked The High Flyer by Susan Howatch (Ballantine Books). Londoner Carter Graham's life comes crashing down around her and Howatch continues her tradition of resolving her characters' problems with a dose of religion.
Nashville City Paper BookClub Column - May 27, 2004
Average customer rating:
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High Flyer
John Francone
Manufacturer: Headline Book Publishing
ProductGroup: Book
Binding: Paperback
British
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- An entertaining picturebook biography of the life and adventures of Katherine Stinson Otero
- DREAMS DO COME TRUE
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Katherine Stinson Otero, High Flyer
Neila Skinner Petrick
Manufacturer: Pelican Publishing Company
ProductGroup: Book
Binding: Hardcover
Nonfiction
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ASIN: 158980368X |
Book Description
From the first time she saw the Wright Flyers airplanes, Katherine Stinson knew she wanted to become a pilot. But she had trouble finding someone to teach her how to fly because everyone told her she was too young and too small. Finally, when she found a pilot willing to train her, she not only excelled as a solo flyer, but she also became the fourth American woman licensed to fly. Earning the nickname "the Flying Schoolgirl," Katherine performed at exhibitions in California, sets distance records, flew in Japan, China, and Canada, and later opened a flying school in San Antonio, Texas. Even when the U.S. Army would not allow her to fly in Europe, she used her exhibition skills to raise over two million dollars for the Red Cross. Throughout her life, Katherine Stinson Otero's high morals and high spirits always prevailed, as she was never one to take no for an answer. Her adventurous spirit lives on in the many schools, airplanes, and monuments named after her and she remains an inspiration to us all.
Customer Reviews:
An entertaining picturebook biography of the life and adventures of Katherine Stinson Otero.......2006-07-14
Katherine Stinson Otero High Flyer by Neila Skinner Petrick (with exceptional pastel artwork illustrations by Daggi Wallace) is an entertaining picturebook biography of the life and adventures of Katherine Stinson Otero who was the fourth American woman to be certified as an airplane pilot in the earliest days of aviation. Guiding young readers through the inspiring accomplishments of this remarkable young woman, Katherine Stinson Otero High Flyer is very highly recommended reading for all young readers, as well as an excellent picturebook resource for librarians, teachers, and parents wishing to provide young girls with inspiring role models.
DREAMS DO COME TRUE.......2006-03-31
The year was 1912 and young Katherine Stinson was about to make her dream come true. She had long yearned to fly but no one would teach her; they all said she was too young and too small. At last, she met Max Lillie, a pilot from Sweden, who agreed to teach her. And, teach her he did.
She was an excellent student and finally heard the words that were music to her ears "You're ready to solo!" At nearly 21 years of age she" became only the fourth American woman licensed to fly." From that moment on the sky was the limit, literally.
She flew in many exhibitions, and was dubbed "the flying Schoolgirl" although she had graduated from high school four years earlier. She flew the first loop-the-loop at a California air show, and was invited to fly in Japan and China where many thousands came to watch her. She set a new distance record of 610 miles, and raised over 2 million dollars for the American Red Cross during wartime.
Today, an airfield, airplanes and monuments are named for her. She remains an example for all young people who have a dream. Daggi Wallace is a self-taught artist and illustrator whose sun-washed paintings aptly reflect the happiness and commitment of young Katherine Stinson Otero.
- Gail Cooke
Book Description
"I didn't do it! I don't know anything about his tire!" Mark Prescott's in trouble. Not only did he fight with Joe Devlin, but now Joe accuses Mark of slashing the tire on his new bike. He didn't do it, but how can he prove his innocence? By finding the culprit! But playing detective isn't as easy as it is on TV. As Patti, Mark's best friend, plays Dr. Watson to his Sherlock Holmes, Mark encounters a crows of potential villains. There's Rachel, a girl Joe teased about being fat. And Chad, the boy who had an argument with Joe. Even Patti is under suspicion. With the help of his wise friend Whit, the eccentric inventor, Mark untangles the mystery and learns new lessons about friendship and family ties.
Customer Reviews:
This is one of my favorite books........2000-07-16
My Mom got this for me and it was so good that I stayed up 1:00in the morning reading it. I'm 11 years old and this book was greatbeacause you knew the main character so well.
Average customer rating:
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High Flyer With a Flat Tire
Manufacturer: Focus on Family Publ.
ProductGroup: Book
Binding: Paperback
ASIN: B000HF387A |
Average customer rating:
- THis is a review of Flyers
- Great!
- Brilliant; but tedious
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Flyers
Daniel Hayes
Manufacturer: Simon & Schuster Children's Publishing
ProductGroup: Book
Binding: Hardcover
Mysteries, Espionage, & Detectives
| Science Fiction, Fantasy, Mystery & Horror
| Literature
| Children's Books
| Subjects
| Books
Mysteries
| Teens
| Subjects
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General
| Literature & Fiction
| Teens
| Subjects
| Books
ASIN: 0689803729 |
Customer Reviews:
THis is a review of Flyers.......2003-07-16
Recommendation: I recommend this book for kids 13 and up. The reason why is because it is about friendship and 3 people who fight sometimes. " Gabe needs to find answers to all of these problems because he doesn't want to ruin a good friendship". The book discusses the problems teens can get into and how people fight a lot. Another good thing that I like about the book is that it gives you an idea about how to handle a situation in the right way. ''Gabe needs to find help with his problems between his friends.'' People can get along with other people if they handle their problems in a good way.
Great!.......2000-06-02
I read this book, along with the rest of Daniel Hayes's books and I have to say,There great!
Brilliant; but tedious.......1999-12-12
I had to read this book as an assignment for my 8th grade Language Arts class. I read it, and was left feeling cold, but along with that the ending was actually well-written. "Flyers" gets pretty tedious... the topics(which are usually boring ones) usually just ramble on and on, for about 20 pages filled with hard-to-read words. After about an hour, I had to either decide weather I would want to continue this book or not... but I finished it, and I'm surprised on how well the ending turned out. A book for fast readers.
Books:
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
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- History: Fiction or Science? (Chronology, No. 1)
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