Building succession plans is a critical task at every company, yet very few are prepared to replace leaders when they’re lost. How do you identify your high-potential, next-generation leaders?
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Topic: Leadership
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Everyone wants to be thought of as a good manager. However, as there are so many different skills to learn, being a good boss is no easy feat.
In today’s climate of heightened talent shortages and a migratory workforce with multiple options, people simply aren’t waiting around for someone to notice their talents.
More and more organizations are reaping the benefits from offering HiPo (high-potential) programs that provide intense, targeted training for their rising-star employees. But now the stakes are even bigger.
All CEOs will inevitably leave their positions, so it is critical for companies to plan for unexpected and intentional exits by their leaders.
There's no question, the downside of a good economy is that it's ridiculously hard to retain your best talent. So how do you build a sticky culture that inspires your best talent to stick around?
Organizations are neglecting to help new leaders make the toughest psychological and emotional shift in their careers: moving from a high-potential, superstar employee to a manager.
Understanding the role L&D should play in succession planning is similar to the analysis that any good manufacturing leader goes through when deciding whether to “make or buy” a product or service.
Training and development is a tool in the leader’s arsenal that helps engage, retain and grow talent, and mitigate the risk of no successor (or a poor one).
Understanding the science behind manifesting our greatest potential is key to the development of future leaders.