Explain which elements from Hughes et.al (and Pontefract) you believe are necessary to successfully execute on each of the four best practices outlined in the brief article. Discuss and expand on each of them with specific and detailed reference to the course material.

Don't just list the concepts but rather, explain in depth how you see those elements relating to the best practices listed.

Your answers (use APA headings, one best practice analysis per section) must demonstrate your critical thinking and your detailed knowledge of the principles from our course material, including Hughes et.al. In the last few years we've seen new CEO's at Yahoo, HP, Apple, and other

prominent companies, and in each case we watch to see if the CEO can "pull it off."

Well, while the CEO is a very important person, our research shows that

enduring business performance is really driven at much deeper levels: a

focus on leadership strategy. Long term business performance comes from

leadership culture and careful and continuous development of leadership at

all levels. It's not all about the CEO.

In this research we looked at hundreds of companies over the last few years

and correlated their business performance to a variety of different people

and talent practices.

After looking at many talent management practices (including the purchase

of expensive software), we found that a company's level of maturity in their

leadership development has a greater impact on their long term business

performance than almost all else. And this impact transcends changes in the

CEO.

Let me share some of these findings and best practices.

1. High-Performing organizations directly link leadership strategy to business strategy.

Regardless of who the CEO may be, operational execution takes place at the mid-level and supervisory level. When these individuals are well aligned,coached, and trained, the business thrives.

High-performing companies understand this, and they build a leadership development program which uniquely trains, supports, and selects people who drive their business's strategy. By doing this, they build execution into the culture.

2. High-Performers develop leaders at all levels.

High performing companies understand that execution takes place at the grass roots level. It is the line managers, supervisors, and middle managers who make things happen. If the CEO doesn't push his or her leadership strategy down effectively, it wont take hold. In fact our research shows that the best companies develop leaders from the bottom up. Senior executives"serve" the needs of line leaders, like an inverse pyramid.

A recent

article in Vanity Fair

pilloried Microsoft for its "forced ranking"process. This is an example of a talent management program which does not focus on developing leaders, rather it assumes that managers are "too dumb" to figure it out on their own. Rather than developing leaders at all levels, it simply forces them to "do as they're told."

The "inverse pyramid" of leadership is one now widely used by many agile organizations. In our company we have a philosophy that "everyone is a leader" and each individual is given the responsibility to understand the business and make decisions which support the mission of the entire organization. Accenture calls this "stewardship"and they reinforce to managers that they must"leave work each day making Accenture a better organization."

IBM, Accenture, Deloitte, and other high performing service companies focus on strategic development at all levels. You should too.

3. High-Performers invest in leadership development.

I don't want to sound like an HR manager, but this is true. Our research ranks companies scientifically through our

High-Impact Leadership Development

maturity model. The companies that rank top in leadership development maturity invest 30-40% more money in leadership than their peers. And these programs are uniquely multi-faceted and challenging.

If you look at the

Fortune Magazine-AONHewitt

list of companies with top leadership programs, you find that they spend almost 35% more per manager on development than others.

I have a good friend who was a senior manager at Yahoo. He told me that during his entire 8 years there he never attended a single leadership development program. This is a sign of a company that has not yet figure out the role of leadership in business performance.

Top companies spend $3500 and up per manager (more than twice this at senior levels). You can benchmark your own company in our Leadership

Development Factbook

4. Develop your leadership philosophy.

High performing companies don't just hire a consultant or send people to leadership courses. They develop their own unique, research-based leadership model.

There are hundreds of companies that sell leadership models, tools, and courses. Most of these are fine, but none can replace you taking the time to figure out what matters in your own company.

Cisco, for example, aligns its leaders among four quadrants: innovators, executors, efficiency-builders, and turnaround specialists. IBM's new leadership model focuses on global citizenship, collaboration, action-orientation, customer value, and innovation.

I got a call from a client yesterday asking me "how often should we update our mission and values?" My answer is "as often as your business changes."As IBM transitioned into a globally integrated services company, the leadership model had to change. IBM, the #1 rated company in leadership,changes its leadership values every 5-7 years.

The CEO plays a role, but not alone.

When a new CEO enters a company one of the most important things they must do is assess the current leadership culture, and then decide how they want it to change. If they see too much complacency or lack of alignment, its up to the CEO to drive a new culture of teamwork and accountability. Only when that message reaches the troops will the company turn around.

If you're an investor, watching the CEO is important - but look at how they build, develop, and attract leadership. This is perhaps the most important thing they do.

The following questions refer to the data below: When 5 g (0.065 mol) of salt are dissolved in 25 g of water, the change in temperature of the system is 6.2 C. If the heat capacity of the solution is equal to that of liquid water and if the calorimeter used in this experiment has a Ccal of 20 J/C, identify the following: q(solution) = [ Select ] q(cal) = [Select ] q(dissolution) = [ Select ] AHdissolution = [ Select ]\fQuestion 1 :1 point: Semistrong form efficiency implies: I a] All historical market information, including prices and volume. is included in the price. I b] All information, both public and private is already incorporated in the price. I c} Superior returns may be obtained by the analysis of past prices and volumes. d] All public information is already incorporated in the price. Question 211 point]- Which ofthe following is NOT an empirical challenge to market efficiency? I a] small stocks tend to outperform large stocks I b] value stocks tend to outperform growth stocks I c] investors appear to react slowly to earnings announcements di stocks sometimes return more than their expected return s, and at othertimes return less than their expected returns Question 3 [1 point]- Which ofthe following should not lead to an increase in market efciency? I a] Information is available faster I b] Infon'nation is available at a lower cost cjl There are more assets {for example, number of stocks) in the market for the same number of market participants I d] There are more participants in the markets for the same number ofassets Question 411 polnt] An exchange rate regime is one under which rates of exchange are determined in the market on the basis of predominantly private transactions is called: Use the following information to answer the next question. A saturated solution of silver chromate is prepared by adding excess of the compound to the solution. 15. Which of the following statements is always true for such a solution? A. The Ag+ is equal to the [Ag2 Cro4]. B. The Cro,2- ]is twice as much as the [ Ag*]. C. The rate of crystallization equals the rate of dissolution. D. The rate of crystallization is greater than the rate of dissolution.D Question 8 1 pts If the financial distress is temporary, it is called technical insolvency. If it is a permanent problem, it is called insolvency in bankruptcy. O True O False D Question 9 1 pts In U.S. bankruptcy law, Chapter 7 deals with business reorganization guidelines and Chapter 11 deals with liquidation procedures. O True O False