The world's top organizations know that success is impossible without strong leaders. Developing this world-class leadership requires identifying people with potential, giving them challenging assignments, and holding them accountable for results and for their own growth. Yet many organizations struggle to put leaders in situations that allow them to learn and lead. In Using Experience to Develop Leadership Talent, leadership development practitioners describe how they have faced this challenge and put experience at the center of targeted initiatives for developing exceptional leadership.

Compiled by long-time leaders in experience-driven leader development, Using Experience to Develop Leadership Talent is full of successful strategies for creating growth experiences and maximizing the lessons they offer. The architects behind initiatives at international organizations like 3M, GlaxoSmithKline, and Microsoft also share how they partner with line managers to link experience-driven development to business strategy, identify the right talent to place into key experiences, and move people into developmental assignments outside their current job. In addition, the volume provides important insights on special topics such as virtual reality experiences, bosses who are exceptional people-developers, and driving on-the-job development into the whole organization.

The Society for Industrial and Organizational Psychology (SIOP) commissioned this book in order to bring together for the first time a wide range of practices for putting on-the-job leader development to work. Putting experience at the center of leadership development is not just a passing trend. The approach is research-based and extensively supported by theory and practice. For organizations of all sizes, Using Experience to Develop Leadership Talent is an important step in the process of developing a next-generation talent management methodology.