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Managing Your Leadership and Succession Risk
Organizations 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 organizations 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 [Mercer Talent Enterprise)
Clearly Articulate (the Objectives and Outcomes from Any Talent Identification process)
Mercer Talent Enterprise has identified five crucial dimensions of assessing leaders, which provide a comprehensive
view of current and future potential, succession readiness and the strategic impact of leaders on individuals,
teams, the organization and the community.
Based on research by Mercer 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.
Mercer Talent Enterprise’s proprietary approach to conducting leadership assessments includes five crucial
dimensions.
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 behaviors and competencies. Leaders need to consistently role model critical leadership behaviors which demonstrate that both the ‘what’ and the ‘how‘ are essential in creating a high performing organization.
Self awareness to understand personal derailers, limitations. blindspots and their impact on others. Leaders need to display the honesty and humility to recognize their derailers, limitations, allowabie weaknesses and their impact on others.
Commitment to the organization and the willingness to put the organizational interests before one's own Leaders need to demonstrate long term commitment to the organization, with the right values, motives and drives.
A fit to the current /future role and organizational culture, along with critical experiences to deliver business value. Leaders need to m into the organizational ouimre, as well as expected roie. and adapt to the organization's business priorities and lifecycle.
Tools may vary based on project purpose as well as client requirements.
Hogan Business Reasoning Inventory Cognitive ability and learning agility such as numerical fluency, reasoning, data interpretation etc.
The Thriving Index® Critical behaviors, strengths and personality across 34 factors mapped to your competencies
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 organization across 7 dimensions through the API®, and understanding career history, future career aspirations and work motivation through the WPI®
Executive Leadership Assessment 1-1 Leadership Assessment through in-depth case study, role plays and detailed leadership impact interview
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,
