Harvard Business Review on Developing High Potential Leaders

Many companies do not provide their managers with adequate development programs, failing to recognize how often new managers can become overwhelmed. How can you prevent your most promising employees from being derailed? Should you schedule more coaching or training--or is it simply too soon to promote an employee to the next level?

In a world of intensifying talent wars, companies that can develop high-potential leaders throughout their ranks stand the best chance of consistently trouncing rivals. As a manager, you play a crucial role in cultivating leadership skills in your own teams.

In this book, you'll find a wealth of strategies for fulfilling this key responsibility, such as:
· When to promote a rising star to management -- and why promoting too early can jeopardize a star's career and your company
· How to help newly minted team leaders avoid the classic errors that trip up beginners
· The predictable stages leaders must go through to master the job of heading a new business or large division
· Ways to tailor your development strategies to four types of leaders-in-training

This collection of HBR articles provides a range of advice on the best ways for companies to keep their next generation of leaders on the right track.