Corporate MVPs E-Book

Margaret Butteriss

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 368

Veröffentlichungsjahr: 2009

Beschreibung

Corporate MVPs create extraordinary value for the organization byconsistently exceeding expectations. MVPs produce tangible anddramatic business results; they improve the people they work withand the organization in which they work. In fact, the future ofyour business depends on this 5 to 10 percent of its very bestpeople. But far too often, MVPs are lost because of managementmissteps, or even by no management at all. Based on in-depth interviews with senior executives and businessowners, HR professionals and executive recruitment firms, and withMVPs themselves, Corporate MVPs explores what makes these talentedindividuals tick, how to develop and cultivate them, what it takesfor someone to become an MVP, and the important role of HR inmanaging this key talent.

Leseprobe

Table of Contents

Title Page

Copyright Page

Acknowledgements

CHAPTER 1 - Your Most Valuable Performers

A Management Need

The Concept of the MVP

Convert Your Stars into Your MVPs

The Central Questions

The Existing Literature

The Authors’ Background and Thinking that Led to Corporate MVPs

The Approach

CHAPTER 2 - Defining the Value of the MVP

What Do MVPs Do?

How Do MVPs Create Value?

Checklist to Determine Who Is an MVP

Checklist to Determine Who Is NOT an MVP

CHAPTER 3 - Who Are Corporate MVPs? How Do You Define Them?

MVPs Are Motivated by Intrinsic Passion

MVPs Always Want to Succeed and Do Not Like to Fail

MVPs Are Prepared to Show Moral Courage

MVPs Are Committed to the Vision and Values of the Company

MVPs Enhance the Company’s Reputation

MVPs Earn the Respect of Colleagues

Checklist to Identify the Basic Traits of the MVP

CHAPTER 4 - Managing the MVP

Develop an Appropriate Culture to Allow the MVP to Be Productive and Motivated

Adopt a Management Style That Allows the MVP to Produce and Grow

Career Development and Feedback

Provide the MVP with Challenge

Allow for Flexibility

Encourage the MVP to Stay

CHAPTER 5 - How to Become an MVP

Are MVPs Born or Made?

Do You Have What It Takes to Become an MVP?

What Can You Do to Become an MVP?

Suggested Resources

CHAPTER 6 - Bringing in the MVP from Outside

The Reasons Why Externally Recruited MVPs May Fail

Optimizing the Selection Process

Optimizing the Assimilation Process

Suggested Resources

CHAPTER 7 - Managing Difficult MVPs

Can a Difficult Person Be an MVP?

Identifying the Difficulties

What a Manager Can Do with a Truly Difficult MVP

Taking Action

CHAPTER 8 - The Role of HR in Managing the MVP

Talent Assessment

Development Processes

Recruitment to Fill Talent Gaps

Recognition and Rewards

HR Policies

CHAPTER 9 - Summary

A Review of the Findings

Excellence Can Be Contagious

APPENDIX A

APPENDIX B

APPENDIX C

Index

Copyright © 2004 by Margaret Butteriss and Bill Roiter

All rights reserved. No part of this work covered by the copyright herein may be reproduced or used in any form or by any means—graphic, electronic or mechanical—without the prior written permission of the publisher. Any request for photocopying, recording, taping or information storage and retrieval systems of any part of this book shall be directed in writing to The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visit www.accesscopyright.ca or call toll free, 1-800-893-5777.

Care has been taken to trace ownership of copyright material contained in this book. The publishers will gladly receive any information that will enable them to rectify any reference or credit line in subsequent editions.

This publication contains opinions and ideas of the author. They are not presented to provide a basis of action for any particular circumstances without consideration by a competent professional. The author and publisher expressly disclaim any liability, loss, or risk, personal or otherwise, which is incurred as a consequence, direct or indirect, of the use or application of the contents of this book.

National Library of Canada Cataloguing in Publication

Butteriss, Margaret

Corporate MVPs : managing your company’s most valuable performers / Margaret Butteriss, William Roiter.

Includes index.

eISBN : 978-0-470-73913-6

1. Employee retention. I. Roiter, William II. Title.

HF5549.5.M63B.3’14 C2003-906733-5

Production Credits

Cover and interior design: Interrobang Graphic Design Inc. Printer: Tri-Graphic Printing

Acknowledgements

Many people helped us to create this book and we want to acknowledge them all. We particularly have to thank the people we interviewed, who gave generously of their time and truly helped us explore the concept of the MVP in the workplace. The people we interviewed are listed in Appendix A.

We also would like to thank Michael Erkelenz of Fine Line Writers who edited the draft chapters and ensured that the manuscript was submitted on time and in a consistent manner. We are grateful, too, for the help of Cathy Lootsma in Philadelphia, Pennsylvania, and also to Rosalie Prosser of the Alice Darling Secretarial Service in Cambridge, Massachusetts, who diligently transcribed many of the interviews that we conducted.

Our clients were willing to act as sounding boards for our ideas and provide their thoughts and experiences in terms of the Corporate MVP. We specifically want to thank Nancy Folan for her insights and support.

We are also grateful for the support from our families as we researched the material for the book and spent many hours writing. Brian Butteriss provided positive encouragement and Robin Butteriss gave constructive criticism as the draft chapters began to emerge. Jeremy Butteriss was the one who came up with the title of the Corporate MVP, since he and his brother are avid sports fans. Jeremy was also able to give great insight into what it takes to manage an MVP. Jane Roiter remained good humored and supportive throughout this project, while offering insights from her position in the corporate world. And thanks as well to Brian Roiter for his emergency transcription and editing services during his college break.

We also are grateful to a number of colleagues and friends who introduced us to some of the great people we interviewed and who shared with us their own expertise: David J. Feldman, CLU, ChFC, a financial representative with the Northwestern Mutual Financial Network; Michael W. Hurst, Ed.D., an entrepreneur and psychologist; Stuart Koman, Ph.D., a psychologist and business partner in Executive Performance Group and President of Walden Behavioral Care; Nancy Lague of Bright Horizons; Gerry Nilsson-Weiskott of The Leadership Development Group; Chris Pilkington, Entrepreneur; and Karl Wagner, Ph.D., psychologist at Powell and Wagner Associates. A special thanks goes to Michael L. Michael of the Center for Business and Government at the John F. Kennedy School of Government, Harvard University for helping us to get this project started.

Finally, our thanks go to Karen Milner, the Executive Editor of the Professional & Trade Division of John Wiley & Sons Canada, Ltd., who agreed to publish a third book for us.

CHAPTER 1

Your Most Valuable Performers

You want all the talent that you can get in your business. You know that the more talent you have, the better your edge on the competition. In our work as executive coaches and leadership development consultants, we are often asked to find ways to recruit, develop and retain talented or high-potential employees. Business leaders recognize that one of their most important jobs is to match the right person to the right job, and then to build stable groups populated with these matches. Time and budgets are set to find and develop talent, yet retention of valuable talent is often left to what World War II pilots in a battered aircraft relied on when returning home—“a wing and a prayer.” Businesses rely on compensation and potential for advancement, as the wing and the prayer is, as you would expect, still a prayer. Prayer is a valuable activity in your private life but it is no way to run a business.

A Management Need

A few years ago during the height of the boom economy, Tom, a senior executive from one of our client companies, asked us over a working lunch if we could help him address a major concern he had regarding the launch of a new product. The launch required a coordinated effort by many often-contentious departments, each department staffed by a good dollop of talented people driving the product to the launch point. Having just been told that a talented person from marketing had accepted an offer to jump to a new company, he was concerned that her example might create a hole in the dike; others might also choose to skip away with their critical product skills and knowledge, which had taken more than two years of on-the-job experience to create. Without the resources to match outside recruiting offers, Tom knew that he had to do something and do it fast. As all good consultants would do, we told him that, even though he wanted it good, fast and cheap, we could probably deliver only two of his three requests. He immediately chose fast and cheap for now, with good to follow after this product launch was successful. So we got to it: