Executive Development A Must For A Ceo Part Ii-sql server 2000 个人版

Entrepreneurialism In Part I we discussed some of the steps that are absolutely necessary for the development of a CEO to help lead any organization in any economy. Here we go through some more steps. Step III – Assessing Your needs and Defining the Qualities of Your Ideal Executive Development Partner Next you need to ask yourself: *What assets and supports do I have currently in place to assist me in closing the gaps in executive leadership? *How will I best determine if an outside resource has those qualities? Once you have answered these questions – you must determine how to find the appropriate resource to fill your needs. Step IV – Finding Potential Resources The first thing to do is to craft a quick statement that defines what you are trying to ac.plish currently in your business as well as the type of resource that you feel can best support you. Here is an example of such a statement: "The most leveraged thing we must do now is refocus on our core and make sure we are deploying a sales strategy that supports our growth. I know there is more our executive leadership team could be doing to achieve these priorities faster and I am looking for a resource to support me in building a strategically focused executive development program. The kind of resource I am looking for must have a track record of growing leaders that transform business results, understand the nature of business and have some experience in our industry." The most obvious place for a CEO to share this vision is with their current network of C-suite Executives and key advisors. By sharing your desire and asking for suggestions you are likely to be provided with a great list of potential resources. The next likely place would be to connect with your networking organizations to see who in the membership may have such qualities. Finally, you can ask your HR Department to be your partner in finding the best firm to fit your needs. Yet, I have word of caution here – unless your HR leader is one of your trusted advisors do not .pletely outsource executive development to them. If you do – you run the risk that your organization’s executive development program will not be strategic enough or produce the desired ROI. If you feel you need to leverage HR – make sure they are your partner in the vision yet make sure you stay involved! In addition, keep in mind that the next wave of thought leaders in the field of leadership and executive development are just emerging on the horizon. This new wave of thought leaders and practitioners are much more powerful in their approach and more strategically focused. While a big named firm can certainly fulfill your needs – there is a new group of power practitioners out there that may serve you even better. Step V – Selecting and Hiring An Executive Development Resource You are about to bring in a key resource who will stand shoulder to shoulder with you to build greater success. You need to approach this "hiring process" in the same way you would if you were bringing on a key business partner – because you are! After a careful search using your network – boil down your selection to three possible choices and invite them in for second interviews. Prior to the interviews prepare your questions. Some key questions you might consider asking are: *What is your understanding of what kind of support I am looking for? *What do you uniquely bring to an organization that distinguishes you from other firms? In addition, look at the out.es you are aiming to generate as well as the qualities you are seeking in a resource. Develop open-ended questions that allow you to test the potential advisor and provide a context for determining if they are the right resource for you. Once you are done with the interviews go back and consider – is there a clear winner and why? If this is the case – give the firm you selected a shot. Have them support you in developing a game plan and then take the first step. If the game plan is solid for developing your leaders yet the first step does not go well – you can always fire the resource and build on what you did with the next firm. If there is not a clear choice, go over the interviews and do a scorecard on each firm based on the qualities you are seeking. Finally, trust your gut by asking: *Who do I trust the most and why? Conclusion Today’s business environment is demanding leadership more than ever. .anizations today must invest in supporting executive development. At the same time, your .anization needs to determine the most strategic approach that increases the likelihood of tremendous ROI. To do this I suggest a five step process: Step I – Define your measures of success and ROI for your leadership/executive development initiative. Step II – Generate a vision for your ideal leadership culture Step III – Assess your needs and define the qualities of your ideal partner Step IV – Research potential resources Step V – Hire, select and test your new partner in executive development A great executive development firm is one that challenges your leadership habits, brings new and more effective approaches for developing your executives, brings a broad range of experience in doing so and has a track record of success. If you follow all of the steps outlined in this article and have done your due diligence in checking out the backgrounds of the potential executive development firms – the chances are great you will achieve your desired results much faster than you would have otherwise on your own. If you are ready to take your .anization to the next level – there is no better time than when the business environment is under distress. And there are firms out there with strategic, practical and proven methodologies for developing leaders that are worth their weight in gold. As with any strategic endeavor, the key is to "start with the end in mind" and then proactively look for the resource that can help you add velocity to your executive development process. About the Author: 相关的主题文章: