THE AUTHORS MARSHALL GOLDSMITH, PH.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation. LOUIS CARTER is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

• Introduction, by Louis Carter xiiiAcknowledgments xxviiHow to Use This Book xxixChapter One: Avon Products, Inc. 1By Marc EffronIntroduction 2A Success-Driven Challenge 2The Turnaround 3The Talent Challenge 3Execute on the “What,” Differentiate with “How” 4From Opaque to Transparent 5From Complex to Simple 7From Egalitarian to Differentiated 10From Episodic to Disciplined 11From Emotional to Factual 12From Meaningless to Consequential 13The Results of a Talent Turnaround 14Measuring the Talent Turnaround’s Success 15Chapter Two: Bank of America 17By Brian Fishel and Jay CongerIntroduction 18Leadership Development Activities for Executive Leaders 21Lessons for Designing On-Boarding for Executive Leaders 32Chapter Three: Corning Incorporated 36By Richard A. O’leary, Gary Jusela, and Heath N. TopperIntroduction 37The Business Case for the Accelerated Development of Corning Program Managers 40The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56Next Steps 57Chapter Four: Customer and Enterprise Services (CES) Division 60By Michael Schecter, John Parker, and Judy ZauchaBusiness Background and Challenges 61The Roots of the CES Transformation: Leadership and Process 62Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68Implementing the Whole System Transformation: The Waves 71Supporting and Reinforcing the Whole System Transformation 77Evaluation of the CES Whole System Transformation 82Chapter Five: Ecolab, Inc. 84By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. MetcalfIntroduction 85Company Background 85Ecolab’s 2002–2007 Strategic Plan 85Culture is Critical 87Ecolab’s Talent Management Philosophy 88The Ecolab Talent Pipeline 90The Importance of Individual Development 90Introducing the Talent Pipeline Model at Ecolab 95Supporting Successful Implementation 95Keeping the Pipeline Full 98Results 100Conclusion 101Chapter Six: GE Money Americas 103By Tammy Grisham and D. Zachary MiskoIntroduction 104Company Background and Environment 104The Challenge and Approach 105The Technology 106Strategy for Sourcing 108LEAN Methodologies 111Expansion 113Conclusion 114Chapter Seven: Internal Revenue Service 115By Susan Clayton, Victoria Baugh, And Mathew J. FerreroIntroduction 116Company Background and Current Leadership Environment 116The 21st Century IRS 118Leadership Succession Planning—The Challenges 121LSR Website and Infrastructure 126Results 128Indicators of Success 131Evaluation 132Next Steps 133Conclusion 134Chapter Eight: Kaiser Permanente Colorado Region 136By Margaret TurnerIntroduction 137Design 140Process 142Implementation 150Support and Reinforce 152Evaluation 153Next Steps 153Conclusion 154Chapter Nine: McDonald’s 155By James Intagliata and Neal KulickContext for Global Talent Management Initiatives 156Evolution of the Talent Management System: Key Initiatives and Enhancements 159Overall Summary 175Chapter Ten: Microsoft Corporation 177By Shannon Wallis, Brian O. Underhill, and Carter McnamaraIntroduction 178What Led Microsoft SMSG to Make the Change 179Expo Leaders Building Leaders—The New High-Potential Development Experience 179The Process of Redesigning the High-Potential Development Experience 189Coaching as a Primary Development Component for HiPo Development in SMSG 191Learning Circles as a Primary Development Component for HiPo Development in SMSG 199Conclusion 206Chapter Eleven: Murray & Roberts Limited 208By Zelia SoaresIntroduction 209Design and Alignment 214Implementation 220Evaluation 223Summary 224Chapter Twelve: Porter Novelli 225By Greg WaldronIntroduction 226Program Implementation 231Performance Management System Development 236Evaluation 239Chapter Thirteen: Southern Company 241By Jim GreeneIntroduction 242Background 242Initial Improvements 243The Leadership Action Council 246Competency Model 247Leadership Assessment 248Succession Planning 249Leadership Database 254Development Activities 254Evaluation and Lessons Learned 256Chapter Fourteen: Whirlpool Corporation 258By Kristen WeirickIntroduction 259The Business Challenge 259Design and Approach 260Evaluation 265Next Steps 266Summary 269Conclusion 271Epilogue, by William J. Rothwell 288Index 295About Best Practice Institute 303About the Editors 305

THE AUTHORS MARSHALL GOLDSMITH, PH.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation. LOUIS CARTER is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

• Introduction, by Louis Carter xiiiAcknowledgments xxviiHow to Use This Book xxixChapter One: Avon Products, Inc. 1By Marc EffronIntroduction 2A Success-Driven Challenge 2The Turnaround 3The Talent Challenge 3Execute on the “What,” Differentiate with “How” 4From Opaque to Transparent 5From Complex to Simple 7From Egalitarian to Differentiated 10From Episodic to Disciplined 11From Emotional to Factual 12From Meaningless to Consequential 13The Results of a Talent Turnaround 14Measuring the Talent Turnaround’s Success 15Chapter Two: Bank of America 17By Brian Fishel and Jay CongerIntroduction 18Leadership Development Activities for Executive Leaders 21Lessons for Designing On-Boarding for Executive Leaders 32Chapter Three: Corning Incorporated 36By Richard A. O’leary, Gary Jusela, and Heath N. TopperIntroduction 37The Business Case for the Accelerated Development of Corning Program Managers 40The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56Next Steps 57Chapter Four: Customer and Enterprise Services (CES) Division 60By Michael Schecter, John Parker, and Judy ZauchaBusiness Background and Challenges 61The Roots of the CES Transformation: Leadership and Process 62Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68Implementing the Whole System Transformation: The Waves 71Supporting and Reinforcing the Whole System Transformation 77Evaluation of the CES Whole System Transformation 82Chapter Five: Ecolab, Inc. 84By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. MetcalfIntroduction 85Company Background 85Ecolab’s 2002–2007 Strategic Plan 85Culture is Critical 87Ecolab’s Talent Management Philosophy 88The Ecolab Talent Pipeline 90The Importance of Individual Development 90Introducing the Talent Pipeline Model at Ecolab 95Supporting Successful Implementation 95Keeping the Pipeline Full 98Results 100Conclusion 101Chapter Six: GE Money Americas 103By Tammy Grisham and D. Zachary MiskoIntroduction 104Company Background and Environment 104The Challenge and Approach 105The Technology 106Strategy for Sourcing 108LEAN Methodologies 111Expansion 113Conclusion 114Chapter Seven: Internal Revenue Service 115By Susan Clayton, Victoria Baugh, And Mathew J. FerreroIntroduction 116Company Background and Current Leadership Environment 116The 21st Century IRS 118Leadership Succession Planning—The Challenges 121LSR Website and Infrastructure 126Results 128Indicators of Success 131Evaluation 132Next Steps 133Conclusion 134Chapter Eight: Kaiser Permanente Colorado Region 136By Margaret TurnerIntroduction 137Design 140Process 142Implementation 150Support and Reinforce 152Evaluation 153Next Steps 153Conclusion 154Chapter Nine: McDonald’s 155By James Intagliata and Neal KulickContext for Global Talent Management Initiatives 156Evolution of the Talent Management System: Key Initiatives and Enhancements 159Overall Summary 175Chapter Ten: Microsoft Corporation 177By Shannon Wallis, Brian O. Underhill, and Carter McnamaraIntroduction 178What Led Microsoft SMSG to Make the Change 179Expo Leaders Building Leaders—The New High-Potential Development Experience 179The Process of Redesigning the High-Potential Development Experience 189Coaching as a Primary Development Component for HiPo Development in SMSG 191Learning Circles as a Primary Development Component for HiPo Development in SMSG 199Conclusion 206Chapter Eleven: Murray & Roberts Limited 208By Zelia SoaresIntroduction 209Design and Alignment 214Implementation 220Evaluation 223Summary 224Chapter Twelve: Porter Novelli 225By Greg WaldronIntroduction 226Program Implementation 231Performance Management System Development 236Evaluation 239Chapter Thirteen: Southern Company 241By Jim GreeneIntroduction 242Background 242Initial Improvements 243The Leadership Action Council 246Competency Model 247Leadership Assessment 248Succession Planning 249Leadership Database 254Development Activities 254Evaluation and Lessons Learned 256Chapter Fourteen: Whirlpool Corporation 258By Kristen WeirickIntroduction 259The Business Challenge 259Design and Approach 260Evaluation 265Next Steps 266Summary 269Conclusion 271Epilogue, by William J. Rothwell 288Index 295About Best Practice Institute 303About the Editors 305

THE AUTHORS MARSHALL GOLDSMITH, PH.D., is one of a select few advisors who have been asked to work with over 120 major CEOs and their management teams. A prolific author, his book What Got You Here Won't Get You There was ranked as the #1 best-selling business book by the The New York Times and The Wall Street Journal. For ten years, he served as a member of the Board of the Peter Drucker Foundation. LOUIS CARTER is the Founder and CEO of the Best Practice Institute, and a world-renown leadership and organization change advisor. He is the author of over nine books on best practices including Change Champion's Fieldguide and Best Practices in Leadership Development and Change.

• Introduction, by Louis Carter xiiiAcknowledgments xxviiHow to Use This Book xxixChapter One: Avon Products, Inc. 1By Marc EffronIntroduction 2A Success-Driven Challenge 2The Turnaround 3The Talent Challenge 3Execute on the “What,” Differentiate with “How” 4From Opaque to Transparent 5From Complex to Simple 7From Egalitarian to Differentiated 10From Episodic to Disciplined 11From Emotional to Factual 12From Meaningless to Consequential 13The Results of a Talent Turnaround 14Measuring the Talent Turnaround’s Success 15Chapter Two: Bank of America 17By Brian Fishel and Jay CongerIntroduction 18Leadership Development Activities for Executive Leaders 21Lessons for Designing On-Boarding for Executive Leaders 32Chapter Three: Corning Incorporated 36By Richard A. O’leary, Gary Jusela, and Heath N. TopperIntroduction 37The Business Case for the Accelerated Development of Corning Program Managers 40The Design Flow: Two Weeks of Experiential Learning with an Interim Period of Coaching and Mentoring 48Outcomes and Next Steps for Growing the Talent Pipeline of Program Leaders 56Next Steps 57Chapter Four: Customer and Enterprise Services (CES) Division 60By Michael Schecter, John Parker, and Judy ZauchaBusiness Background and Challenges 61The Roots of the CES Transformation: Leadership and Process 62Diagnosing and Designing the Whole System Transformation: The Leadership Alignment Event 68Implementing the Whole System Transformation: The Waves 71Supporting and Reinforcing the Whole System Transformation 77Evaluation of the CES Whole System Transformation 82Chapter Five: Ecolab, Inc. 84By Robert C. Barnett, Michael L. Meyer, Sarah J. Murphy, and Susan M. MetcalfIntroduction 85Company Background 85Ecolab’s 2002–2007 Strategic Plan 85Culture is Critical 87Ecolab’s Talent Management Philosophy 88The Ecolab Talent Pipeline 90The Importance of Individual Development 90Introducing the Talent Pipeline Model at Ecolab 95Supporting Successful Implementation 95Keeping the Pipeline Full 98Results 100Conclusion 101Chapter Six: GE Money Americas 103By Tammy Grisham and D. Zachary MiskoIntroduction 104Company Background and Environment 104The Challenge and Approach 105The Technology 106Strategy for Sourcing 108LEAN Methodologies 111Expansion 113Conclusion 114Chapter Seven: Internal Revenue Service 115By Susan Clayton, Victoria Baugh, And Mathew J. FerreroIntroduction 116Company Background and Current Leadership Environment 116The 21st Century IRS 118Leadership Succession Planning—The Challenges 121LSR Website and Infrastructure 126Results 128Indicators of Success 131Evaluation 132Next Steps 133Conclusion 134Chapter Eight: Kaiser Permanente Colorado Region 136By Margaret TurnerIntroduction 137Design 140Process 142Implementation 150Support and Reinforce 152Evaluation 153Next Steps 153Conclusion 154Chapter Nine: McDonald’s 155By James Intagliata and Neal KulickContext for Global Talent Management Initiatives 156Evolution of the Talent Management System: Key Initiatives and Enhancements 159Overall Summary 175Chapter Ten: Microsoft Corporation 177By Shannon Wallis, Brian O. Underhill, and Carter McnamaraIntroduction 178What Led Microsoft SMSG to Make the Change 179Expo Leaders Building Leaders—The New High-Potential Development Experience 179The Process of Redesigning the High-Potential Development Experience 189Coaching as a Primary Development Component for HiPo Development in SMSG 191Learning Circles as a Primary Development Component for HiPo Development in SMSG 199Conclusion 206Chapter Eleven: Murray & Roberts Limited 208By Zelia SoaresIntroduction 209Design and Alignment 214Implementation 220Evaluation 223Summary 224Chapter Twelve: Porter Novelli 225By Greg WaldronIntroduction 226Program Implementation 231Performance Management System Development 236Evaluation 239Chapter Thirteen: Southern Company 241By Jim GreeneIntroduction 242Background 242Initial Improvements 243The Leadership Action Council 246Competency Model 247Leadership Assessment 248Succession Planning 249Leadership Database 254Development Activities 254Evaluation and Lessons Learned 256Chapter Fourteen: Whirlpool Corporation 258By Kristen WeirickIntroduction 259The Business Challenge 259Design and Approach 260Evaluation 265Next Steps 266Summary 269Conclusion 271Epilogue, by William J. Rothwell 288Index 295About Best Practice Institute 303About the Editors 305