Bench Strength: Developing the Depth and Versatility of Your by Dr. Robert W. Barner

By Dr. Robert W. Barner

Having a whole supplement of top-notch management expertise is among the most important wishes of any enterprise. "Bench energy" bargains a realistic and unique method of the problem of keeping a strong and versatile "bench," a deep roster of most sensible expertise which are present day group avid gamers and tomorrow's crew leaders.

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Additional resources for Bench Strength: Developing the Depth and Versatility of Your Organization's Leadership Talent

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Is self-aware. We all tend to judge others according to our own personal frame of values, experiences, and expectations. No matter how much we gather objective data on leaders, in the end our viewpoints are colored by our own perspectives. While your CTO can’t rise above personal bias, he can compensate for it when expressing his own leadership talent recommendations. In my own case, I know that I tend to think and move fast, and that I respect people who are succinct and decisive. I’m not risk-aversive, and I tend to have little patience with executives who are immobilized by the presence of risks.

Even when these conversations don’t provide you with a clear sense of where your organization is headed, they often tell you what will become less important in the future, and where your organization is likely to see less of a continued return for its investment of talent resources. Figure 3-3 illustrates the types of questions you can pose to your executives to obtain a clearer picture of your organization’s future direction. USING EXECUTIVE DIALOGUE TO GAUGE FUTURE DIRECTION While I was working for one former employer, it became obvious in discussions with the CEO and senior team that these executives believed the company was losing money on its European operations.

As a result, the learning curve for understanding how to make the right design and selection decisions on these components is very steep, and can be very costly. Whenever the CTO slot is filled by leaders from other functional backgrounds, usually one of three dangerous scenarios comes into play. First, talent management decisions can slow down to a crawl as the new CTO desperately tries to ‘‘get smart’’ about this new and rapidly changing field. Meanwhile, positions don’t get filled, successor slots remain open, and your best performers are systematically picked off by competitors.

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