THE AUTHORS

MARSHALL GOLDSMITH, PH.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation.

LOUIS CARTER is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

Introduction, by Louis Carter xiii Acknowledgments xxvii How to Use This Book xxix Chapter One: Avon Products, Inc. 1By Marc Effron Introduction 2 A Success-Driven Challenge 2 The Turnaround 3 The Talent Challenge 3 Execute on the "What," Differentiate with "How" 4 From Opaque to Transparent 5 From Complex to Simple 7 From Egalitarian to Differentiated 10 From Episodic to Disciplined 11 From Emotional to Factual 12 From Meaningless to Consequential 13 The Results of a Talent Turnaround 14 Measuring the Talent Turnaround's Success 15 Chapter Two: Bank of America 17By Brian Fishel and Jay Conger Introduction 18 Leadership Development Activities for Executive Leaders 21 Lessons for Designing On-Boarding for Executive Leaders 32 Chapter Three: Corning Incorporated 36By Richard A. O'leary, Gary Jusela, and Heath N. Topper Introduction 37 The Business Case for the Accelerated Development of Corning Program Managers 40 The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48 Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56 Next Steps 57 Chapter Four: Customer and Enterprise Services (CES) Division 60By Michael Schecter, John Parker, and Judy Zaucha Business Background and Challenges 61 The Roots of the CES Transformation: Leadership and Process 62 Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68 Implementing the Whole System Transformation: The Waves 71 Supporting and Reinforcing the Whole System Transformation 77 Evaluation of the CES Whole System Transformation 82 Chapter Five: Ecolab, Inc. 84By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. Metcalf Introduction 85 Company Background 85 Ecolab's 2002-2007 Strategic Plan 85 Culture is Critical 87 Ecolab's Talent Management Philosophy 88 The Ecolab Talent Pipeline 90 The Importance of Individual Development 90 Introducing the Talent Pipeline Model at Ecolab 95 Supporting Successful Implementation 95 Keeping the Pipeline Full 98 Results 100 Conclusion 101 Chapter Six: GE Money Americas 103By Tammy Grisham and D. Zachary Misko Introduction 104 Company Background and Environment 104 The Challenge and Approach 105 The Technology 106 Strategy for Sourcing 108 LEAN Methodologies 111 Expansion 113 Conclusion 114 Chapter Seven: Internal Revenue Service 115By Susan Clayton, Victoria Baugh, And Mathew J. Ferrero Introduction 116 Company Background and Current Leadership Environment 116 The 21st Century IRS 118 Leadership Succession Planning-The Challenges 121 LSR Website and Infrastructure 126 Results 128 Indicators of Success 131 Evaluation 132 Next Steps 133 Conclusion 134 Chapter Eight: Kaiser Permanente Colorado Region 136By Margaret Turner Introduction 137 Design 140 Process 142 Implementation 150 Support and Reinforce 152 Evaluation 153 Next Steps 153 Conclusion 154 Chapter Nine: McDonald's 155By James Intagliata and Neal Kulick Context for Global Talent Management Initiatives 156 Evolution of the Talent Management System: Key Initiatives and Enhancements 159 Overall Summary 175 Chapter Ten: Microsoft Corporation 177By Shannon Wallis, Brian O. Underhill, and Carter Mcnamara Introduction 178 What Led Microsoft SMSG to Make the Change 179 Expo Leaders Building Leaders-The New High-Potential Development Experience 179 The Process of Redesigning the High-Potential Development Experience 189 Coaching as a Primary Development Component for HiPo Development in SMSG 191 Learning Circles as a Primary Development Component for HiPo Development in SMSG 199 Conclusion 206 Chapter Eleven: Murray & Roberts Limited 208By Zelia Soares Introduction 209 Design and Alignment 214 Implementation 220 Evaluation 223 Summary 224 Chapter Twelve: Porter Novelli 225By Greg Waldron Introduction 226 Program Implementation 231 Performance Management System Development 236 Evaluation 239 Chapter Thirteen: Southern Company 241By Jim Greene Introduction 242 Background 242 Initial Improvements 243 The Leadership Action Council 246 Competency Model 247 Leadership Assessment 248 Succession Planning 249 Leadership Database 254 Development Activities 254 Evaluation and Lessons Learned 256 Chapter Fourteen: Whirlpool Corporation 258By Kristen Weirick Introduction 259 The Business Challenge 259 Design and Approach 260 Evaluation 265 Next Steps 266 Summary 269 Conclusion 271 Epilogue, by William J. Rothwell 288 Index 295 About Best Practice Institute 303 About the Editors 305