爱德华·贝拓福（Edward Betof）是教育学博士，是董事会人力资本高级合伙人，同时也是TCB公司人才与组织发展执行委员会项目总监。他是创新领导力中心的高管教练及高管团队教练，也是LLC贝拓福协会主席（一家专注于个人高管与高管团队的教练与领导力开发的咨询公司）。他于2007年从BD公司全球副总裁兼首席学习官的职位上退休。

丽莎·欧文斯（Lisa M.D. Owens）是在培训项目中应用学习科学与课程设计方法推动业务发展的学习专家。在她30多年工作于宝洁公司的职业生涯中，她先后担任过宝洁领导培训专家、宝洁R&D大学校长。作为一名培训设计方面的内部顾问，丽莎因为她对于高管培训师的辅导技巧而知名，这是一种由她开发的适用于宝洁公司“领导者任老师”文化的技能。

苏·陶德（Sue Todd）是CorpU首席战略官。她与领先的商学院（如沃顿、IESE和密歇根大学罗斯商学院）的老师们一同工作，将高管教育项目与领导者的实际需求相匹配。自1994年以来，她已经为全球2000家组织提供了关于创新型学习与领导力发展战略。她拥有20多年的经验，咨询过可口可乐、安泰保险、埃克森美孚、波音、惠普、普菲策、玛氏等公司，帮助它们应对21世纪的动力环境。

Leaders learn and acquire experience from many places, but ask successful leaders how they became successful; it's usually because they learned from other great leaders. The idea of using an organization's leaders as the keystone of a successful learning strategy might seem obvious, but few groups employ this strategy because they don't know how. It's not something that just happens - unless you're very lucky. So why wouldn't you use experienced leaders to inspire, mentor, coach, and develop other talented leaders to their full potential? Here's the journey of Becton, Dickinson and Company (BD), which created and deployed a leadership development program that relies on all its top leaders (even the CEO) to train other leaders. From BD's success of improved business results, improved communications and strengthened organizational culture, your organization, too, can learn how to build and implement this vital program.