Talent management and retention is continuously one of the most pressing worries of CEOs — and for good reason. Having enough capable leaders to execute corporate strategy is a growing concern, one heightened by demographic trends that promise a continuing shortage of leaders in coming years.
A company’s leadership pipeline is expected to deliver its “next generation” of ready now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management accountability – consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernible, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank, and outperform these companies (1).
Research has consistently shown that successfully assuming a new management role is never easy. On the contrary, it is more often challenging and daunting, regardless of the amount of experience a manager may have. Every stretch promotion brings steep performance challenges, an uncharted working environment and a vacuum where the new manager has to create the networks and relationships necessary for success. It often feels like having three jobs at once: first, up-skilling in competencies, knowledge and networks; second, helping direct-reports, colleagues and manager adjusting to the new ways of working; and third, doing the job itself.
How would you know when an employee is ready for a leadership role? How will you distinguish high performing employees from high potential employees? What is the most effective way to develop high potential employees? How will you develop high potentials, without frustrating the career aspirations of your high performers?
Many organizations provide leadership training, mentoring, stretch-assignments, or coaching to their executive talent. What is the best investment to realize the best return for your development dollar? Do you have the means to develop the number and quality of leaders to meet your business demands?
This presentation will demonstrate Centre for Executive Education (CEE) and strategic partners experience and research findings on how leaders develop, and how best to invest limited development budgets to produce successful future leaders in the most productive and efficient manner through a proprietary and proven coaching approach:
The Presentation Material covers:
Leadership Development and Succession Planning
Framework for Developing a Future Leadership Pipeline
High Performance Vs. High Potential employees
Best Strategies to develop High Potentials (HiPo)
1 Bawany, Sattar: ‘Maximising the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – T