It is true that the modern day employee wants to be led and follow a passionate leader. When a leader is passionate, his team around him feel a deep sense of being led in a worthy direction by someone who is truly committed to something more important than just revenue. This leader shows that he
Assessing the Health of your Succession Pipeline: How many of your General Managers are grown internally?
A key indicator of a healthy talent or leadership pipeline is the ability to promote General Managers from within the organisation. Having a consistent supply of senior managers who can take on the running of a business unit, division, region, country or function is critical to the sustainability of the business and the ability to
As many business and political leaders have experienced and learnt over the last 6 years ,since the 2008 economic crisis, is that it requires real leadership to survive and thrive. Our local South African economy is facing an uncertain year, with potential power outages, labour challenges and a changing political landscape. The ability to continue
A key component of developing and coaching leaders in an organisation’s leadership pipeline is supporting them to develop and manage their internal and at times external brand. Critical is to ensure that they are developing a brand that is aligned with whatever next role they aspire to, or have the potential to grow into. A
Getting succession right is critical for all the important reasons many of us know. Ensuring business continuity, retaining the culture, ensuring the right skills to lead the organisation into the future and retaining top talent and institutional knowledge. One factor we often neglect to consider is ensuring a legacy. A legacy that not only maintains
In the world of talent management no scenario has greater potential for a negative outcome than when you have more than one strong potential successor in the CEO pipeline. This seems paradoxical as the aim of any strong leadership pipeline process is to build depth and create options. This is typically because success in any
Research consistently indicates that the average tenure of an operationally focused CEO is just over 4 years. The 4 year tenure tends to correlate with the organisational change and performance curve logic, where organisations are seen to have to be consistently re-inventing and repositioning themselves in 5 year cycles to remain relevant and competitive market
Rethinking your Executive Recruitment Strategy: When you don’t have a successor; Slow down to speed up.
The day a senior member of an executive team resigns is always a shock to the system, even when there were a few in the know. It is at this time that the team and organisation tends to react swiftly to close the gap. Speed to close is often the primary indicator of success. The