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Growing Your Talent as if Your Business Depended on It

By: Jeffrey M. Cohn, Rakesh Khurana, and Laura Reeves Publisher: Harvard Business Review I Published: 2005 I Resource Added: 2013

The authors advocate an integrated leadership development program, in which everyone in the organization feels ownership. In this program, senior leadership create plans for succession, the board actively identifies rising stars, and managers create the space and time for top performers to gain cross-functional experience through projects in other departments. The authors argue that this system will attract talented leaders, develop the organization’s staff to effectively execute the mission, and boost external confidence in the organization. They also state that the organization needs to develop a program that suits its unique needs, as an approach that works in one organization may not work in another. An organization that fails to be intentional about leadership development risks losing talented employees. The article’s key points and strategic insights have been applied effectively by nonprofits, particularly mid-size to large and growing organizations.