How can organization’s accelerate and scale their desire to develop future leaders? Consider these elements in your corporate university strategy!
Succession Planning
The Weak Bench Strength Checklist…and Remedies
Endless executive survey’s show that the C-Suite does not have confidence in their long term bench strength. Grab 9 reasons and remedies for a weak bench!
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Ready when? – Guidance for Succession Planning
A part of many Succession Planning or Talent Review sessions include the “Ready When?” Consider 9 answers to this common question.
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Playing Fantasy C-Suite: Putting Together Your Dream Team
Succession planning is playing Fantasy C-Suite. The players work to assemble the best collective team possible to win the economic game.
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The Perils of Subjective Nominations of Potential in Succession Planning
Authored by: Managing Partners Roger Pearman and Robert Eichinger We all find ourselves in another War for Talent. Most surveys report Top Executives are worried about having enough talent on the bench to fill near and long-term openings. Thousands of organizations periodically (mostly annually) have some form of talent review during which they attempt to
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The 7 Optimizing Points for Future Leader Development
A frequent question from talent management professionals and senior leaders goes like this: Can we shorten the time it takes to fund an open C-Suite or key functional and geographical leadership role with a well-prepared high potential candidate? And can we decrease the time it takes while assuring future success?
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The High Potential Pathway: From Daycare to the C-Suite
Many organizations hunt for the elusive High Potentials. They make up 5% or less of the working population and are rare and valuable.
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Vertical Succession Planning
The characteristics of top talent are well understood. Commit to vertical succession planning, get the call right, and follow up with aligned development.
The 6 Talent Futures
How can we recognize, accurately categorize and effectively develop key talent? Employee’s can be evaluated and pooled relative to 6 Talent Futures, an alternative to the 9-box.
Equal Opportunity, High Potential Employees and Golf
Equal Opportunity. Everybody endorses it by now. Certainly, most managers, leaders and executives of sizable enterprises endorse it. We are all striving toward Diversity, Equity & Inclusion (DE&I). It’s a winning strategy. It benefits everyone. Here is one disruptive twist in the DE&I conversation: If you believe in Equal Opportunity, you have to apply differential treatment! That’s right, you HAVE TO treat people differently.
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