Summary of Growing Leaders

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Growing Leaders book summary


9 Overall

10 Applicability

9 Innovation

8 Style


Today, business is complicated – so complicated in fact, that it’s no longer possible for a company to make all of its decisions at the top. Steve Yearout, Gerry Miles and Richard Koonce have a simple message for anyone competing in these complex times: When you can no longer rely on a few talented individuals to run the entire show, developing leadership throughout your organization becomes your most critical business strategy. This book should be required reading for executives who fail to grasp this essential connection between employee development and success. Cleverly weaving informative case studies with engaging concepts, the authors explain how to nurture a sustainable supply of leaders within an organization, from top to bottom. getAbstract strongly recommends this book – and its systematic approach to identifying and grooming future leaders - to human resources development and training professionals, executive coaches and business executives of any stripe.

In this summary, you will learn

  • How to develop leaders
  • Why growing leaders at every level of your organization must be a priority
  • How to assess the health of your current leadership.

About the Authors

Steve Yearout is a partner with PricewaterhouseCoopers in Arlington, Virginia, and a member of the firm’s global organization and change-strategy practice. He serves as the director of the firm’s Center for Advanced Studies in Transformational Change. Gerry Miles , is a former director in PricewaterhouseCoopers’ London-based Organization and Change Strategy practice. Richard Koonce is an author and business consultant, who served as contributing commentator to National Public Radio’s Marketplace program. Koonce is a consultant to PricewaterhouseCoopers and the author of two previous books.



Magic Makers
Leadership is among the most elusive of human qualities - hard to describe but instantly recognized. In his final letter to GE shareholders after 20 years at the helm, Jack Welch identified the cardinal sin of leadership as losing one of your top 20% performers. High performers...

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