Articles & Other Resources
Articles and Publications authored by Marilyn Buckner

Click image to view article

How to Identify and Grow High Potentials: A CEO's Perspective with Proven Results. 


HRP+S article January 2018 – High Potential focused Journal article on how to identify and grow high potentials using learning agility tools – An ROI company case study co-authored with Mike Marberry, President and CEO of Huber, Inc.

 

Synopsis of the article I co-wrote that has just been published in a strategic HR Journal about using science to inform the Talent Management process.

 

Companies are grappling with how to identify and develop those high potentials who can best do jobs they have never done before. Learning agility has been identified as one of the key predictive factors for leadership success and is being used more often in talent management. A case study is used to illustrate it’s use as a talent development tool. Learning agility is used to shown measurable pre and post ROI results with a leadership development program and significant change was achieved.

 

For using the tool for talent decisions, here is what Dave Ulrich says:“Ken De Meuse and his colleagues have cracked the code on talent. With exceptional research and broad experience, they have created incredible and relevant insights on upgrading talent. Their TALENTx7 tool helps companies transform talent aspirations into actions.” Dave Ulrich, University of Michigan and author of numerous HR books.

 

This article presentation was selected by the prestigious American Psychological Association Division 13 conference in February 2018 where there are other well-known leadership consultants and Talent Executives speaking on learning agility and high potential development. (Click image to read the full article.)
Chapter excerpt on succession authored by Dr. Marilyn Buckner from the upcoming book "Age of Agility"
Using Learning Agility for Succession Planning and Leadership Development at the J.M. Huber Corporation

The J. M. Huber Corporation is a global manufacturing company with multiple businesses. A few years ago, the organization faced the challenge of determining which high potential leaders at a senior level were ready to enter a talent development program to prepare them to move into the various roles of C-Suite leadership, Country Manager, and President. There was a desire to use science in the decision-making process to ensure potential successors could transition effectively into roles they had never performed previously. Ultimately, a decision was made to assess learning agility, because of its link to an organizational agility model and a formal process to develop future leaders.  (Click image to continue reading.)