Analyzing the programs in this new edition, we found that many more of them had incorporated common program ingredients that have been proven widely and continuously since 2000. Many were using at least one or more element (for example, assessment or coaching) to have an impact on the individual, while at the same time using other elements (action learning, simulations) to have an effect on teamwork. Most leadership programs seem to include many, if not all, of the elements of assessment, coaching or mentoring, action learning (even if it is more individually based), use of internal leaders as faculty, and a global perspective. The elements are used systematically and more fluidly. The ubiquitous nature of these elements meant we had to dig deeper to find programs that we felt were unique and had high impact. We looked for programs that quite often contained all of the core components gleaned from best practices but also emphasized at least one major element particularly well. We took a different tack in this edition by including overall studies of such critical areas as assessment, developing women leaders, and global leadership. In addition, we have found that many programs have more focus on such areas as improving processes to drive change and innovation and to build networks.

The challenge to practitioners today that we believe this edition’s contributors have answered for their organizations is: How do I create a unique and memorable impact on individuals, teams, and eventually the organization? How can I take one avenue or aspect of experience and infuse it with something that creates learning and behavioral change?

This is what I call creating a signature experience. The experience has an impact on both the heart and the mind; it challenges and alters thinking and embeds itself in the memory and behavioral repertoire of the participant. This edition presents outstanding examples of such signature experiences. The socialization process at Bank of America is an outstanding example of an organization that has built a unique, multifaceted approach to the challenge of on-boarding executives and accelerating their transition to key roles. The chapter from Dell not only provides a multileveled approach to leadership development, but includes a description of an in-depth coaching program that was global and long-term in scope. The strategic team process at McKesson combines both leaders teaching leaders and a team-based, action learning process into a dynamic, high-impact combination. From a government perspective, the case study of the Victoria Department of Treasury and Finance provides a thoughtful approach to connecting leaders to their mission and strategy through a well-structured process for team building and process improvement. The Executive Quality Leadership Development program of Johnson & Johnson, Action Learning Forums of Cisco Systems, and the cascading Real World Work process at Humana build depth in these organizations’ strategic, quality, and problem solving, aiming at nothing less than transformational change. The Land O’Lake’s example contains not only an excellent use of action learning, but an innovative approach called the Leadership Edge, where participants grapple with a series of customer and market challenges. Yahoo!’s program incorporates most key best practices while focusing on reinforcing the corporate culture and keeping the unique values of Yahoo! alive. The Macy’s chapter shows a unique take on tailoring the design and implementation of various leadership development programs for different levels and functions in the organization and how these programs can tie in to create a high-performing system. Finally, the chapter from PricewaterhouseCoopers shows how a well-designed and effective leadership development experience can elicit steadfast engagement and commitment from all levels of the organization.

The depth of these programs reflects the increasing demand on leadership development practitioners to create impact and link leadership development to business results. In Chapter One, Rich Rosier identifies the processes, mental models, and business considerations that weigh into the design of a leadership development system and shows the individual steps to creating a leadership development strategy that fully aligns with the organization’s values and objectives. And to take it to the next step, Chapter Two by Marshall Goldsmith and Kelly Goldsmith on helping people achieve their goals shows how to execute a leadership development strategy by making it easier for leaders to stay committed and tenacious in reaching their development goals.

To achieve lasting impact, the connection to succession and talent systems must be strong. In Chapter Three, Stephen Miles provides a comprehensive overview of the state of the assessment field and the potential for connecting it to longer-term leadership bench strength issues.

These challenges are magnified on the global level. In Chapter Six, Mick Yates’s brilliant and provocative discourse on leadership in a global world provides practical examples of leadership development in global organizations while connecting them to larger questions of the qualities that leaders need to develop and foster in others. Yates raises the issue that leadership programs need to encourage innovation, engagement, and what he terms “networks of trust.” Today’s leadership development practitioner needs not only to develop high-impact experiences, but also to determine how to use the organization’s internal and external networks to share best practices across disciplines and geographies. More important, these networks need to be, according to Yates, “actionable, searchable, and trustworthy.” Responding to pressures of this sort, Humana uses a consortium model to share learning, tools, and services. Chapter Five by Scott Anthony, Kevin Bolen, and associates from Innosight points out the measurable value of such networks in fostering innovation. This challenge of how to network learning so that the impact is multiplied is one we have only begun to address in this volume.

In addition to globalization comes an increase in diversity. This represents a strong advantage for growing organizations, but also one that is strongly dependent on the ability of a leadership development system to meet the unique development needs of different demographics. Chapter Seven, by Maya Hu-Chan, Patricia Wheeler, and Tracey Wik, on investing in women, shows how different groups face different challenges and how these challenges can be addressed, resulting in personal empowerment and greater value for the organization.

Back in 2000, we had defined a six-phase approach to leadership development:

Although this approach is still relevant, we find much greater emphasis and innovation today in the areas of assessment, creating interactive and highly challenging program designs, and making more means available for follow-up support and evaluation of impact. In Chapter Four, Robert Fulmer and Jared Bleak provide support for these and other trends. They emphasize the focus of top companies on aligning their leadership development programs with succession management and on holding line management responsible for the results.

We hope that this second edition expands and extends the perspective that many readers found useful in our first collection. It is rewarding to see that in some way, books such as these have spread the best practices of leadership development around the world. We thank all our contributors for sharing their learning and experience and for their willingness to be part of this global leadership development practitioner’s network.