How organizations can effectively put experience at the center of the development process Research increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent. Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process Written by senior practitioners who have implemented initiatives they write about Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs Includes online resources that allow employees to search for development opportunities Describing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.

How organizations can effectively put experience at the center of the development processResearch increasingly and conclusively shows that effective leaders continue to learn, grow, and change throughout their careers and that a significant part of this development occurs through on-the-job experiences. Co-Published by the Society of Industrial and Organizational Psychology and sponsored by the Center for Creative Leadership, Using Experience to Develop Leadership Talent provides real-world strategies, best practices, lessons learned, and global perspectives on how organizations effectively use experience to develop talent.* Provides an in-depth look at a variety of leader development initiatives that have taken up the challenge of putting experience at the center of the development process* Written by senior practitioners who have implemented initiatives they write about* Shares new development planning tools, systematic approaches to managing the assignments of high potentials, tools to educate managers on how to find assignments that meet their employee's development needs* Includes online resources that allow employees to search for development opportunitiesDescribing challenges and practices in multinational companies around the world, Using Experience to Develop Leadership Talent will serve as a focused guide to how organizations can use on-the-job development to reshape leader development practices that better integrate work and learning.

List of Figures, Tables, and Exhibits xiiiForeword: Series Editor xviiForeword: A Senior HR Executive Perspective xxiForeword: A Senior Line Executive Perspective xxvAcknowledgments xxviiThe Editors xxixThe Contributors xxxiSection I: Introduction 11 Experience-Driven Leadership Development: Surveying the Terrain 3Morgan W. McCall, Jr., and Cynthia D. McCauleySection II: Putting Experience at the Center of Talent Development Systems 172 Building Leadership Breadth at Eaton Corporation 19Connie Wayne3 Developing a Pipeline of Internal Leadership Talent at 3M 42Karen B. Paul, Cindy Johnson, and Kathie Karls4 Developing Leaders at All Levels at Yum! Brands 64J. Tim Galbraith and Jim Howard5 Experience-Based Development: Building a Foundation at Kelly Services 93Brad Borland, Terry Hauer, and Laura Ann Preston-Dayne6 Leading from Where You Are: Driving On-the-Job Development into the Whole Organization 114Paul R. YostSection III: Designing Job Experiences for Leader Development 1377 A Project-Based Approach to Developing High-Potential Talent in the Tata Group 139Aditya Ahuja, Radhakrishnan Nair, and Asma Bagash8 Collaborative Leadership in the Intelligence Community: Joint Duty Program 154Elizabeth B. Kolmstetter9 Advancing Strategic Work and Accelerating Leadership Talent at GlaxoSmithKline 188Kim Lafferty and Steve Chapman10 Developing IBM Leaders Through Socially Responsible Service Projects 205Vicki L. Flaherty and Mathian Osicki11 Using Part-Time Assignments to Broaden the Senior Leadership Pipeline at Genentech 228Nisha Advani12 An Indian Experience of Leader Development: The Fire of Experience and Krishna-Arjuna Coaching 250P. V. Bhide, Meena Surie Wilson, Rajeev Kakkar, and Dilep Misra13 Virtual Reality and Leadership Development 278Randall W. Hill, Jr.Section IV: Maximizing Learning from Experience 30514 Formal Development Enhances Learning from Experience at Microsoft 307Lori Homer15 Experience-Based First-Line Manager Development at HEINEKEN 331Mary Mannion Plunkett and Dagmar Daubner16 Turning Experience into Expertise: The Everyday Learning Disciplines for Leaders 355Jeffrey J. McHenry and D. Douglas McKenna17 Catalytic Converters: How Exceptional Bosses Develop Leaders 396Morgan W. McCall, Jr., and Jeffrey J. McHenrySection V: Conclusion 42318 Putting Experience at the Heart of Leader Development: Concluding Thoughts 425Cynthia D. McCauley and Morgan W. McCall, Jr.Name Index 437Subject Index 443