PART IV

RECOGNIZING AND DEVELOPING HIGH-POTENTIALS

In Part IV, Recognizing and Developing High-Potentials, we explore how coaches and leaders alike can spot and cultivate young leaders. Beverly Kaye and Beverly Crowell open this section with their article, “Coaching for Engagement and Retention,” in which they assert that the employer and coach must determine the values, issues, and concerns of the employee through conversation and then develop a plan in order to engage and retain their high performers. In Chapter Eighteen, “Coaching Future Lawyer-Leaders,” John Alexander outlines the potential for what positive effects business coaching can have on those destined to become “legal eagles.” Marshall Goldsmith and Howard Morgan expand the idea of recognizing and developing high-potentials to doing this with and/or as a team in Chapter Nineteen, “Team Building Without Time Wasting.” In their case study, “Leaders Building Leaders: High-Potential Development and Executive Coaching at Microsoft,” Shannon Wallis, Brian O. Underhill, and Carol Hedly describe high-potential development at this corporate giant and its focus on accelerating the development of these individuals to advance to the next career stage. Paul Hersey describes the unprecedented investment by organizations in their high-potential pipelines in his article, “The Care and Feeding of Hi-Po Leaders.” Finally, this section ends with Frances Hesselbein’s article, “Mentoring Is Circular,” in which she coins mentoring so insightfully as “coaching’s companion.”