Chapter 1: Introduction (Tony Wall) • The three jewels in the crown of sustainable performance • A bird’s eye view of the book • Ways to read this book

Chapter 2: Twenty-first century needs transpersonal leaders with emotional intelligence (John Knights) • Twenty-first century leaders • The neuroscience of leadership • Enabling leaders to become more competent • Case Studies: Increasing the emotional intelligence of Poolia, John Knights • Leadership assessment in a Japanese logistics company, Dr Kate Julian • Tools: Emotion check questions, John Knights and Tony Wall • EI self-assessment questionnaire, John Knights

Chapter 3: Recurring leadership development needs: findings from research (Etukudo Odungide and John Knights) • Leadership gaps • Research into gaps • Top three EI capability gaps • Conclusion

Chapter 4: Blind spots and hidden strengths: findings from research (Etukudo Odungide and John Knights) • The danger in blind spots and hidden strengths • Research into blind spots and hidden strengths • Top three hidden strengths • Top three blind spots • Conclusion

Chapter 5: Transpersonal leadership journeys and assessment (LEIPA® and COL ®) (John Knights) • Transpersonal leadership • The transpersonal journey • The development of ICOL ® • Developing leadership journeys and appropriate assessments • Case Studies: West Midlands Pension Fund, Nadine Perrins • Oxford University Hospitals NHS Trust, Greg Young • Tools: Values self-assessment questionnaire, John Knights • The Mindfulness Triangle, Tony Wall

Chapter 6: Feeding (back and) forwards for talent development (Tony Wall and Danielle Grant) • Making feedback feed forward through to enhanced performance • Case Study: Indirect feeding-forward for entrepreneurial growth, Tony Wall • Tool: SCARF check tool, Tony Wall

Chapter 7: Coaching for talent development (Danielle Grant) • Setting it up clearly • The ‘live laboratory’ • Coaching to solutions, not problems • Coaching to embed positive new behaviour • Case Study: Coaching to support alignment to corporate objectives, Danielle Grant • Tool: Structure of a problem, Danielle Grant

Chapter 8: Workplace projects for talent development (Tony Wall and Denise Meakin) • Learning through real workplace projects • Rewarding project learning through academic credit • Case Study: Workplace project for empathetic behaviours, Tony Wall • Tools: Project learning question checklist tool, Tony Wall • The Meakin Salvage Strategy Tool, Denise Meakin and Tony Wall

Chapter 9: Director peer groups for team talent development (Chris Gulliver) • DPGs for team talent development • How to set up, structure and run a DPG • Using action learning to solve member issues • Key aspects of good facilitation of a DPG • Case Studies, Chris Gulliver: Peer groups to build a team and enable professional consultants to become business coaches • Peer groups and the CEO of a scientific instruments small business • Tools, Chris Gulliver: Conditions of membership and/or ground rules • Agenda for a DPG meeting • Group issue session topics • Key objectives • Expert session topics • Confidentiality letter for guest attendance at a DPG meeting • Reflection notes • Force field analysis • Feedback on a DPG meeting

Chapter 10: Storytelling for talent development (Lisa Rossetti) • Storytelling skills and applications • Once upon a time... • Tell me another... • Look behind you... • Case Study: The role of personal narratives and leadership metaphors in assessment, Lisa Rossetti • Tool: Mentoring walks, Lisa Rossetti

Chapter 11: Improving results through measuring ‘return on investment’ (Philip E Sweet) • Improving results through measuring RoI • Beyond belief • Leadership as development • Case Study: Provider and client benefits realization, Philip E Sweet • Tool: The diligent dozen, Philip E Sweet

About the authors • Index

Leadership Assessment for Talent Development positions assessment as a central, strategic activity within leadership development. This practical, insightful and forward-looking book includes authentic and engaging case studies to show how the principles of leadership assessment can work in practice. It is an essential companion for HR and talent professionals who wish to equip their organizations for a sustainable future. Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change areas and facilitates the engagement and enabling of in-house talent. This practical, forward-looking book uses authentic, engaging case studies to show how the principles of leadership assessment can work in practice. It is an essential companion for HR and talent professionals in any field who want to equip their company with the talent it needs to be fit for business success.