Leadership and Organizational Effectiveness Blog
  • Ready for tomorrow

    Succession planning matters. It is the most important accountability of the Board and the C-suite. When done correctly, succession planning generates an expanded pipeline of internal and external talent, positions the company for sustained growth, benchmarks executives against the competition, and attracts and retains high-potential talent.

    The statistics don’t lie. 56% of organizations report a significant shortage of leaders for key positions (Deloitte, 2010). 46% of organization have no systemic process to identify and develop future leaders (IED/Stanford University, 2014). 40% of high potential promotions end in failure (Harvard Business Review, 2010). In a separate line of research conducted by Korn Ferry, we found that only 13% of skilled professionals are included in succession programs, and that 62% of organizations do not include managers in succession programs. Related to this is the fact that many organizat

  • Stickie

    Leaders need passion. Passion breeds commitment. It breeds disciplined effort and the burning desire to do all that is necessary to succeed. I’ve seen many leaders use passion to impact the people around them. When they bring an energy and excitement to their work it is contagious. People want to perform better and give their all.

    Passion in the workplace has its origins in the field of positive psychology. For the last thirty years, this field has contributed a wealth of research and information about passion, happiness, and fulfillment. Martin Seligman, the father and pioneer of positive psychology, believed that the most satisfied, upbeat people were those who had discovered and exploited their unique combination of “signature strengths,” such as humanity, temperance, and persistence.

    Seligman viewed happiness, and the pursuit of our passions, in three categories: a) the Pleasant Life – learning to savor and app

  • CEOs talking

    There are a couple of facts about CEO Succession planning that, by now, should be carved on every boardroom table: CEO Succession is an on-going process that is crucial to the well-being of the enterprise, and one for which the full board has ultimate responsibility and accountability. Certainly, most directors are aware of this by now. However, understanding that the board is accountable for succession planning, and knowing how best to follow through on the process are two different things. Even the best directors, are “part timers” at their companies, and with an average of eight meetings a year, they need to have a systematic process to stay on top of key areas of oversight.

    Given their limited time and exposure, how can boards make sure they get succession planning right? After all, there is no room for error when selecting a CEO. The answer is increasingly to __rely on a proven process that will not only produce the best su

  • Endurance

    Early in my career I had the privilege of working with many great management consultants. Peter was one of my first professional mentors. He quickly took me under his wing when I joined his consulting firm. Peter was a thirty-year veteran of the leadership and management consulting field. He had served in many different roles during his tenure at the firm. One thing I respected about him right away was that he always maintained a long-term perspective on any goal he set for himself or for others. Peter was persistent under adversity and setbacks while always keeping his eye on the prize.

    I can vividly remember the first consultant engagement I got to work on with Peter. We were doing a CEO Succession project for a mid-size consumer products company. It was early in my career, so there was a lot I needed to learn. The night before our first meeting with the CHRO, Peter sat me down at dinner and asked a series of questions about my backgrou

  • BEI

    The Behavioral Event Interview (BEI) is a foundational component of any executive assessment process. In conjunction with other assessment methodologies (e.g., psychometric personality and leadership measures, cognitive ability tests, simulations) it creates a powerful tool for assessing the strengths and capabilities of any leader.

    Over the course of my career, I've worked with many psychologists and management consultants that use the BEI. At its worst, some management consultants treat the BEI as a clinical intake interview. They delve into a candidate's childhood, upbringing, and early life experiences, and then make subjective inferences about the candidate's leadership style today. This is wrong. It leads to inferences and conclusions that are not backed by objective data.

    The right way to conduct a BEI is with the Threat of the Reference Check (TORC). In this methodology, the consultant asks the candidate questions pe

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