Building Organization‐Specific Knowledge About Key Developmental Experiences

This chapter highlights the authors experiences and their initiatives to create a model of high‐impact developmental experiences for the current business leaders at Thomson Reuters. This model describes fifteen key developmental experiences of leaders. They wrote a book on the key developmental experiences in the model, creating a series of podcasts to share the same information, and developing two forms of workshops to help the talent learn how to maximize the development available from their experiences. Over thirty business leaders from across the company were interviewed and the data was analyzed to create a model of key developmental experiences. Various HR business partners chose to use the book as part of programs they ran. The authors advise leaders to keep leader interviews anonymous; record interviews; use a qualitative analysis software tool; have convergent thinkers in the integration meeting; deliver the content in short segments; and create worksheets or other tools.