Managing Your Leadership and Succession Risk
Organisations across the world are continuing to face significant risks related to succession ad business continuity. Future-proofing against these risks and strengthening leadership capacity is key.
The challenge of critical positions being vacant More than 50% of companies could not immediately name a successor to their CEO, and 39% of employers cited that they have ‘zero’ viable internal candidates (Stanford University).
The threat of under-developed successors More than 40% of individuals on high potential programs may not belong there and companies fail to build an effective leadership pipeline [Harvard Business Review.
Poor assimilation of new leaders 1 in 2 leaders cannot engage employees and fail to turn their teams or organisations Into high performing machines [Harvard Business Review].
Poor deployment of talent against business goals 46% of leaders fail to meet their business objectives in a new role [The Talent Enterprise)
Clearly Articulate (the Objectives and Outcomes from Any Talent Identification process)
Based on research by The Talent Enterprise, assessment of leadership impact is complex and multi-faceted, and
requires a multi-modal approach to ensure that the process is objective, robust and future-proored.
The Talent Enterprise’s proprietary approach to conducting leadership assessments includes five crucial
Cognition. intellectual curiosity, business acumen and openness to learn. Leaders need to demonstrate cognitive ability and learning agility to meet future business demands and lead growth acceleration in a high complexity, high volatility environment.
A clear and consistent demonstration of key leadership behaviours and competencies. Leaders need to consistently role model critical leadership behaviours which demonstrate that both the ‘what’ and the ‘how‘ are essential in creating a high performing organisation.
Self awareness to understand personal derailers, limitations. blindspots and their impact on others. Leaders need to display the honesty and humility to recognise their derailers, limitations, allowabie weaknesses and their impact on others.
Commitment to the organisation and the willingness to put the organisational interests before one's own Leaders need to demonstrate long term commitment to the organisation, with the right values, motives and drives.
A fit to the current /future role and organisational culture, along with critical experiences to deliver business value. Leaders need to m into the organisational ouimre, as well as expected roie. and adapt to the organisation's business priorities and lifecycle.
Tools may vary based on project purpose as well as client requirements.
The 360 Perspective Index® with the Leadership Derailer Index® on the Hogan Development Survey Impact of leaders on others through 360/ multi-rater feedback, including identification on leadership derailers and limitations
The Alignment Perspective Index® and The Work Perspective Index® Individual commitment to the organisation across 7 dimensions through the API®, and understanding career history, future career aspirations and work motivation through the WPI®
Manage your succession risk by assessing your leaders and create a robust and objective approach to whether you can ‘build’ a pipeline from within or ‘buy’ strategic leadership capacity from outside,