Reading is fun. But not every book is really worth reading it – especially when it comes to business books. Therefore I already started the “Book of the Week” Series, where I share comprehensive abstracts on my favourite books.
Now I want to start another series called: “Business Books” – featuring information on books in a more compact way. Today I would like to present you “Coaching Corporate MVPs: Challenging and Developing High-Potential Employees”, by Margaret Butteriss (2008).
For clues to finding success in the changing global marketplace, smart CEOs need only look to the world of sports, says author Margaret Butteriss in her book Coaching Corporate MVPs. Just like on the basketball court, the typical office supports its share of “most valuable performers” (MVPs)—a motivated, gifted, 5 to 10 percent of the working world that carries a large quantity of organizational weight. MVPs are self-starting trendsetters who aren’t afraid to challenge existing rules or modes of thinking.
They are valuable team players who live by the ideals of their organizations. But most importantly, MVPs are intensely in-demand human capital—important organizational assets who are increasingly valuable as the global competition for talent heats up. In Coaching Corporate MVPs, Butteriss analyzes not only what makes these treasured employees strive to perform so effectively, but how a smart organization can better identify, cultivate, and keep high-achievers from offering their talents to someone else. And again, just like in the world of sports, the answer lies in the age-old practice of mentorship.
In business, star players count on natural talent for only part of their success. To truly shine, even the most gifted person needs an equally talented coach. The great news is, according to Butteriss and her friends—a collection of two dozen CEOs from companies like Chubb, General Electric, and LoJack—coaching really works. Coached MVPs offer that they are more ready for future promotions than those who received less help progressing. They feel that they have developed a higher level of work skills and behaviors than they would have if they were left to their own devices. They feel they have broadened their perspectives on work, become better company role models, and forged ahead as more adaptable leaders.