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Best Practice Case Study: Improving Leadership Performance at GE Financial interview with dr. linda sharkey by richard sharp Dr. Sharkey is currently Executive Director of Executive Networks, Inc. and author of Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce

Linda Sharkey understands leadership. As Executive Director of Executive Networks, Inc.—an organization that connects key HR heads from the largest corporations in the world—she provides members with new ideas, advice, practical materials and “early warnings” on key trends and innovations. She is also Strategic Partner with the Vaya Group (formerly Corporate Insights), where she plays an integral role in their talent practice, and a founding member of the Marshall Goldsmith Group. Her past includes serving as V.P. of People Development at Hewlett-Packard, where she was responsible for establishing and driving the company’s talent management initiative, including a groundbreaking assessment process, which enabled the company to see the behaviors it most valued and culture it supported. But what Sharkey is best known for is the work she did with leaders at GE—championing a process that was described by CEO and business icon Jack Welch as a “best practice in leadership development.” At the core of that work are the surveys and inventories that Sharkey used while doing research for her dissertation—specifically, the statistically normed and validated tools created by Human Synergistics International (HSI). f o u n d at i o n a l r e s e a r c h “I started using Human Synergistics’ Organizational Culture Inventory® (OCI®) as part of the diagnostic toolset I selected for research during my PhD program at Benedictine University,” said Sharkey. Having always been fascinated by the link between

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