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Read It Anyway!
I really dislike the recently released Jacked Up: The Inside Story of How Jack Welch Talked GE into Becoming the World's Greatest Company. I put it down several times. I threw it down several times.

Strategic Succession Management - Winning the War for Leadership Talent
The demand for leadership talent greatly exceeds supply. Few firms are prepared for what the McKinsey consulting firm has called the "war for talent." If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. The supply of 35- to 44-year-old managers-who have traditionally been channeled into the executive ranks-is declining in the United States and will have dropped by 15 percent between 2000 and 2015. Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Not only are the numbers in the talent pool shrinking, but the quality of talent required to meet tomorrow's leadership demands is changing.
Coaching Leaders to Change - Leadership Development to Optimize Potential
How do you convince leaders to change? How can you optimize their talents and potential? Which best practices in executive coaching programs produce lasting results that drive business performance? Executive coaching offers a tremendous opportunity to leverage leadership talent and resources, both of which can steer an organization toward sustainable success.
Five Benefits of Leadership Development Coaching
Where will your future organizational leadership come from? As the baby boomers retire and because of the widespread reduction in mid-level management over the past two decades, there will be a shortage of individuals prepared to assume the role of the leader. This article explores five benefits of leadership development coaching.
Winning the War for Leadership Talent
The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today.

Forming a Successful Sales Team
Perhaps the greatest change in organizations today is the shift from independence to interdependence, from individual efforts to teaming. Teamwork is having a profound impact on selling. Many companies today leverage the synergy of teams by sending two or three team members to sell an account. This is especially true when accounts represent significant revenue or when the team will be cross-selling various products. If you're thinking about bringing in a selling partner, or if a sales team is about to be formed, consider these ideas when setting up the team:

Values: The Importance of Walking the Talk
In the last few years most companies have recognized the importance of documenting their values. Some have gone to great lengths in detailing what would be ideal behavior but it is still the rare company who has leaders who actually walk the talk. Many organizations seem to forget the connection between customers, employees, and financial results.
Why Develop the Internal Leadership Coach?
The fundamental purpose of this article is to provide insight, concepts and a solid results-driven strategy for implementing a highly effective internal leadership coaching process. Many of the practices explored are also consistent with those employed by an experienced external coach. The information provided will work in virtually any type of organization. My basic intent is to articulate a holistic or integrated approach of organizational leadership development using the skill of an internal coach.
Why Succession Planning
Succession planning is not just a nice thing to do, but rather it is a necessary process that should be in place to protect the overall health of the organization – big or small. Who is going to step into your shoes when you get promoted, have a major medical problem or leave the organization? What is your retention strategy for the individuals who are important to the success of your organization?

Bridging the Generation Gap
Young people, we hear, want to play video games all day, while thinking they should be in charge the Monday after they start. They are disloyal and will leave the job at the drop of a hat. Young people need praise all the time, yet they are non-conforming and don’t understand the rules of workplace.

Other leadership talent Related Articles

Most of the Time Talent's Not Enough
You're a talented writer, designer, speaker, consultant, coach, salesperson, but doors aren't flying open for you. Why not? Talent, I'm afraid, is assumed - a lot of people have talent. It's the price to get into the game. Talent, married with creativity, however, is how you get out of the cheap seats. (In fact, creativity will allow you to get places with lesser talent than others - oops, potential self indictment)
Building a Leadership Team - Part 1
Talent is necessary for building a winning leadership team, but talent is not sufficient. You can recruit the very best in every functional area of responsibility in your organization, but unless they work well together, you will fail to create sustainable value. And in a competitive environment, you will lose to teams with far less talent if they work well together but you don’t. There is a tongue in cheek axiom that comes as a corollary to this – “I’d rather be lucky than good.” If you believe in blind luck, go with God and stop reading. If you believe we make our own luck, I’d like to share three principles for creating a great leadership team and some practical insights into each: agreement on the mission, clear communication, and balance. Pat1 = Agreement on the mission.
Building a Leadership Team - Part 2
Talent is necessary for building a winning leadership team, but talent is not sufficient. You can recruit the very best in every functional area of responsibility in your organization, but unless they work well together, you will fail to create sustainable value. And in a competitive environment, you will lose to teams with far less talent if they work well together but you don’t. There is a tongue in cheek axiom that comes as a corollary to this – “I’d rather be lucky than good.” If you believe in blind luck, go with God and stop reading. If you believe we make our own luck, I’d like to share three principles for creating a great leadership team and some practical insights into each: agreement on the mission, clear communication, and balance. Part 2 = Clear Communication
Building a Leadership Team - Part 3
Talent is necessary for building a winning leadership team, but talent is not sufficient. You can recruit the very best in every functional area of responsibility in your organization, but unless they work well together, you will fail to create sustainable value. And in a competitive environment, you will lose to teams with far less talent if they work well together but you don’t. There is a tongue in cheek axiom that comes as a corollary to this – “I’d rather be lucky than good.” If you believe in blind luck, go with God and stop reading. If you believe we make our own luck, I’d like to share three principles for creating a great leadership team and some practical insights into each: agreement on the mission, clear communication, and balance. Part 3 = Balance
Creating a Leadership Development Agenda That Works
Companies invest heavily to develop leadership talent necessary to grow the organization. Most of this investment provides little return. After using conventional approaches for 15 years as a psychologist, human resources professional and change agent and finding little benefit, the author developed a new set of guidelines to develop leadership talent. This article provides five principles to grow talent.

Youthful Leadership
Traditional models of leadership may have to give way to other models that are inclusive of young talent. Leadership can come from modest experience as a way of moving an organization forward. The Pittsburgh have advance a model well worth considering.
Human capital new king for PEGs: building bold leadership for change
A recent Forbes article by Matthew Kirdahy titled "Filling the Talent Pool" begins: "The focus at private equity firms is shifting. Cash will always be king, but looking ahead, the most important type of capital may very well be human. It's a company's bold leadership that carries it into financial prosperity-not its product, services or numbers." This new focus on talent will surely improve the success rate of acquisitions, which is typically rated at less than 50 percent.

"Doing What Comes Naturally"
One of the key skills of managers is to spot talent and nurture it. Not just in the odd person who comes along with obvious talent, but in those who are unaware of their talents or those who keep them hidden. Read this article to find out why nurturing talent is the secret to organisational success.
America’s Got Talent?
If you have been watching NBC on Monday nights recently you may have seen the show “America’s Got Talent”. It doesn’t specify what kind of talent America’s got – just that we have it. Tonight we had examples of talent from midget break dancers, a Frank Sinatra wanna-be, and a group of eleven year old dancing girls. I guess they define “talent” quite loosely on this show. Which brings me to the following question: just how do you define talent? Personally, I have been known to strum the banjo, but does that kind of talent prepare anyone to ascend the management ladder in today’s corporate America? I think not.

Strategic Succession Management - Winning the War for Leadership Talent
The demand for leadership talent greatly exceeds supply. Few firms are prepared for what the McKinsey consulting firm has called the "war for talent." If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. The supply of 35- to 44-year-old managers-who have traditionally been channeled into the executive ranks-is declining in the United States and will have dropped by 15 percent between 2000 and 2015. Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Not only are the numbers in the talent pool shrinking, but the quality of talent required to meet tomorrow's leadership demands is changing.
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