Recruiting and Developing Talent

Farid A. Muna and Ziad A. Zennie

Chapter 9 in Developing Multicultural Leaders, 2010, pp 144-159 from Palgrave Macmillan

Abstract: Abstract Larry Bossidy, former chairman and CEO of AlliedSignal, wrote a short but intriguing article titled “The Job No CEO Should Delegate” (Bossidy, 2001). He was referring to recruiting and developing talent. He wrote: I devoted what some people considered an inordinate amount of emotional energy and time—perhaps between 30% and 40% of my day for the first two years—to hiring and developing leaders. That’s a huge amount of time for a CEO to devote to any single task. It wasn’t easy to hold to that discipline, especially when you consider that I’d inherited a company whose investors, analysts, suppliers, customers, and top management all cried out for attention. But I knew it was essential. I’m convinced that AlliedSignal’s success was due in large part to the amount of time and emotional commitment I devoted to leadership development.

Keywords: Potential Leader; Great Leader; Culture Shock; British Broadcasting Corporation; Talent Pool (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-10464-9_10

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DOI: 10.1057/9781137104649_10

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