Make Talent Your Business

How Exceptional Managers Develop People While Getting Results

Wendy Axelrod (Author) | Jeannie Coyle (Author)

Publication date: 05/16/2011

Make Talent Your Business

Shows how managers can develop the talents of their employees naturally, efficiently and effectively.

  • Shows how managers can readily embed talent development into their day, going well beyond the usual coaching and training programs--an incredible complement to talent management systems

  • Offers five exceptional development practices derived from research with managers and professionals at twenty-eight companies

  • Filled with real examples and easily accessible advice

Most organizations report that talent is the key to their success. Yet they struggle mightily to develop their workforce. McKinsey's ten-year follow-up to its famous "War for Talent" concluded that heavy instruments in talent managements processes have been "insufficient, superficial, and wasteful." Managers consistently say they don't feel they have the time or skills to do the job. Even if they want to develop their people--they are overloaded just meeting their numbers.

Some managers, however, are able to deliver business results and develop their people in significant ways. Wendy Axelrod and Jeannie Coyle studied these "Exceptional Development Managers" in companies like Adidas, Microsoft, Siemens, Merck, Corning, and Kraft. The authors uncovered five practices these managers shared. Without fail they integrated development into day-to-day work, rather than making it a separate event. They leveraged the importance of emotions and trust in making work more developmental. They helped their staff find the right development partners. They taught their people how to increase their impact by navigating organizational politics. And they infused their departments' environment with abundant development opportunities. In all, these managers' efforts were deliberate, resourceful, and continuous.

Axelrod and Coyle offer a wealth of real-life examples and specific techniques to help readers apply these practices for themselves. Working in this way not only pays huge dividends for managers' employees and organizations--it makes the manager's job far richer and more rewarding.

Read more...

Formats
Paperback - $22.95 - Members: $20.66
Paperback - $22.95 - Members: $20.66
ePub - $22.95 - Members: $16.07
PDF eBook - $22.95 - Members: $16.07
Quantity

Find out more about our Bulk Buyer Program

  • 10-49: 20% discount
  • 50-99: 35% discount
  • 100-999: 38% discount
  • 1000-1999: 40% discount
  • 2000+ Contact Leslie Davis ( ldavis@bkpub.com )
Orders of 10+ copies shipping to one address receive free ground shipping within the U.S. Shipping to separate individual addresses via USPS media mail will be applied a handling fee:
Book Details
Overview

Shows how managers can develop the talents of their employees naturally, efficiently and effectively.

  • Shows how managers can readily embed talent development into their day, going well beyond the usual coaching and training programs--an incredible complement to talent management systems

  • Offers five exceptional development practices derived from research with managers and professionals at twenty-eight companies

  • Filled with real examples and easily accessible advice

Most organizations report that talent is the key to their success. Yet they struggle mightily to develop their workforce. McKinsey's ten-year follow-up to its famous "War for Talent" concluded that heavy instruments in talent managements processes have been "insufficient, superficial, and wasteful." Managers consistently say they don't feel they have the time or skills to do the job. Even if they want to develop their people--they are overloaded just meeting their numbers.

Some managers, however, are able to deliver business results and develop their people in significant ways. Wendy Axelrod and Jeannie Coyle studied these "Exceptional Development Managers" in companies like Adidas, Microsoft, Siemens, Merck, Corning, and Kraft. The authors uncovered five practices these managers shared. Without fail they integrated development into day-to-day work, rather than making it a separate event. They leveraged the importance of emotions and trust in making work more developmental. They helped their staff find the right development partners. They taught their people how to increase their impact by navigating organizational politics. And they infused their departments' environment with abundant development opportunities. In all, these managers' efforts were deliberate, resourceful, and continuous.

Axelrod and Coyle offer a wealth of real-life examples and specific techniques to help readers apply these practices for themselves. Working in this way not only pays huge dividends for managers' employees and organizations--it makes the manager's job far richer and more rewarding.

About the Authors
Endorsements
Table of Contents
Excerpt

We also recommend

Inclusive Conversations

"What is impressive is not only how Winters builds a case for the urgency and need for bold, inclusive conversations but ...

Subtle Acts of Exclusion

This practical, accessible, nonjudgmental handbook is the first to help individuals and organizations recognize and preve...

The 4 Stages of Psychological Safety

This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizat...

Diversity Beyond Lip Service

"La’Wana Harris has opened this coach’s eyes to the power of coaching practices to create new paths for diversity and inc...