The Talent Masters
Why Smart Leaders Put People Before Numbers
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- 14,99 €
Beschreibung des Verlags
The Talent Masters itself stems from a unique marriage of talents. Bill Conaty, in the course of a 40-year career at General Electric, worked closely with CEOs Jack Welch and Jeff Immelt to build the company's internationally renowned talent machine. Ram Charan is the legendary advisor to companies around the world. Here they combine their unparalleled experience and insight to create a blueprint for talent development, and to show how critical it is to the continuing and future success of every business.
The essential skill that lasts. Why talent management guarantees future results in a way that short-term financial success and market share cannot.
Secrets of the masters. How world-class companies achieve their stellar performance decade after decade by finding and nurturing leadership talent.
The importance of knowledge. Why knowing and understanding your talent and reviewing it systematically is the foundation for creating a steady, self-renewing stream of leaders for all levels of your organization - from first-line supervisors to the CEO.
The Talent Masters tool kit. Specific guidelines that will help you assess and improve your company's talent mastery capabilities.
PUBLISHERS WEEKLY
Corporate guru Charan (The Game Changer) and Conaty, a 40-year HR leader at General Electric, reveal how successful companies stay on top by developing leaders at every level of operation. Heading the list is GE under the leadership of Jack Welch. Nicknamed "Neutron Jack" for his ruthless willingness to fire non-performers, Welch created a new culture at GE by transforming the criteria for executive performance so that management had to get to know their workers, which allowed them to choose future leaders to develop in a series of room-to-grow jobs. The authors offer suggestions for adopting Welch's methods for today's global environment, examining not only GE but also Novartis, Hindustan Unilever, and Proctor and Gamble to suggest that today's leaders need to manage multiple brands in one country, shepherd a single brand across the globe, and spend time working abroad. A liberal use of jargon ("He searches for discontinuities in the external landscape") will distance general readers, but business types will find this useful.
