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Recruiting and Developing Talent

In: Developing Multicultural Leaders

Author

Listed:
  • Farid A. Muna
  • Ziad A. Zennie

Abstract

Larry Bossidy, former chairman and CEO of AlliedSignal, wrote a short but intriguing article titled “The Job No CEO Should Delegate” (Bossidy, 2001). He was referring to recruiting and developing talent. He wrote: I devoted what some people considered an inordinate amount of emotional energy and time—perhaps between 30% and 40% of my day for the first two years—to hiring and developing leaders. That’s a huge amount of time for a CEO to devote to any single task. It wasn’t easy to hold to that discipline, especially when you consider that I’d inherited a company whose investors, analysts, suppliers, customers, and top management all cried out for attention. But I knew it was essential. I’m convinced that AlliedSignal’s success was due in large part to the amount of time and emotional commitment I devoted to leadership development.

Suggested Citation

  • Farid A. Muna & Ziad A. Zennie, 2010. "Recruiting and Developing Talent," Palgrave Macmillan Books, in: Developing Multicultural Leaders, chapter 9, pages 144-159, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-10464-9_10
    DOI: 10.1057/9781137104649_10
    as

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