By Louis Carter
As a graduate scholar in diplomacy I examine the consequences of terrible management around the world. so that you can think how very important insightful phrases on management are at the moment. Mr. Carter has given us the instruments to make us larger leaders all we need to do is locate them! I hugely suggest all of us learn this ebook.
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Extra info for Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership (J-B US non-Franchise Leadership)
APEX coaches keep in regular contact with a leader’s key stakeholders. Coaches want to know whether the leader’s new behaviors are being noticed by their raters. The only APEX assignment to go full term without achieving successful results had a coach who was out of touch with the raters and did not recognize their continual dissatisfaction with the leader. Because raters are “customers” in the process, coaches regularly communicate with them. • Coach mismatches. The possibility of coach mismatches appears to have been addressed and minimized.
APEX has served over one hundred leaders through a sixty-person, worldwide coaching pool over the past two and one-half years. Based on feedback from raters, over 95 percent of the leaders have demonstrated positive improvement in overall leadership effectiveness while participating in the program. The lessons learned by Agilent Technologies in the implementation of the APEX program serve as valuable insights for any organization committed to the continuing development of key leaders. BACKGROUND In 1999, Hewlett-Packard (HP) announced a strategic realignment to create two companies.
Coaching hadn’t been strategically integrated within the company’s leadership development initiatives. Multiple vendors and individual practitioners provided different coaching programs at varied prices. Learning from hindsight, Agilent had a desire to accomplish two early objectives: (1) to create an outstanding “corporate recommended” integrated coaching program and (2) to beneﬁt from a preferred discount rate. One of Agilent’s operating units, the Semiconductor Products Group (SPG), had engaged in a coordinated, “results-guaranteed” coaching program beginning in summer 1999 with Keilty, Goldsmith & Company (later to become Alliance for Strategic Leadership Coaching & Consulting).