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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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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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