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TECĀ© Best Practices: Management Development Overview
6/8/2007
Summary:

Companies that prioritize development of managers gain a real edge in the marketplace according to this overview. Underlying principles and practices for consistently building capable managers are provided and explained. Among the advantages are getting and keeping talent, more value from the CEO's time, more corporate flexibility, and a sustainable competitive edge.

Go To Source (www.teconline.com)
Don't Ask Employees to be Passionate About the Company!
3/9/2007
Summary:

There is a difference between employees showing a passion for the employer (which is great to have) versus a passion for their work (which is a crucial part of productivity). The advice given here is to "let people do what they want and need to do" and to keep out of the way of success.

Go To Source (headrush.typepad.com)
Helping People Achieve Their Goals
3/9/2007
Summary:

Are you developing your top talent? Leaders that mentor other leaders become stronger leaders themselves. Avoid the distractions that can derail your leadership development process.

Go To Source (www.leadertoleader.org)
How is Your Leadership Changing?
3/9/2007
Summary:

Command and control doesn't work in today's organization. You can build a smarter, more resilient organization; it just takes a few changes in your approach to leadership.

Go To Source (www.margaretwheatley.com)
Talent Agents
3/9/2007
Summary:

Critical leadership development practices can differ from one organization to another. Yet, identifying those which are the most important within the growth-focused firm can determine the "best in class" solutions to be implemented for sustaining excellence. These 12 strategies provide an opportunity to benchmark organizational performance.

Go To Source (www.fastcompany.com)
The Discipline of Collaboration
3/9/2007
Summary:

As we move into an age of alliances, your role as a leader is changing. Equal parts entrepreneur, facilitator, and political broker, the collaborative leader must continually balance competing and shifting requirements.

Go To Source (www.leadertoleader.org)
The End of the Job Interview
3/9/2007
Summary:

If you test-drive a car, why not an employee? Seth Godin shares his thoughts on what you can learn by having a candidate "do the work" rather than just talk about it.

Go To Source (sethgodin.typepad.com)
Inside Entrepreneurship: Instant Success is an Illusion in Business
2/16/2007
Summary:

This article covers one of the key elements needed to take a startup to scale. And that's making sure you assemble a top team that understands business frugality (e.g., foregoing high salaries early on for equity).

Go To Source (seattlepi.nwsource.com)
The Seven Demands of Leadership
1/25/2007
Summary:

Effective leaders can be groomed to manage adversity and sustain high-performance. Based on research conducted with more than 40,000 leaders across industries and sectors, the Gallup organization has identified specific abilities that can lead to success.

Go To Source (gmj.gallup.com)
Are You Neglecting New Employees?
1/19/2007
Summary:

The on-boarding of staff members can be confusing to newcomers. Yet, this is a time when most employees build important relationships-- friendships, in fact, that can double the chances of those new employees being satisfied at work. In excerpts from his recent book "Vital Friends", author Tom Rath shares suggestions for both formal and informal orientation processes.

Go To Source (gmj.gallup.com)

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