High-Potential How-To

In building the ongoing capability needed to execute against its strategic objectives, an organization faces the critical and ever-present challenge of identifying, developing, and retaining its next generation of leaders. To select “high potentials,” many organizations rely heavily on past performance in evaluating candidates, sometimes augmenting the process through the use of tools assessing factors such as leadership style and cognitive ability.

Succession Plans: A House of Cards?

If there is one concern for our clients that has begun to drown out many others, it’s the lack of depth and strength in their executive talent pipelines. Who will solve the complex challenges they know lie ahead of them? Who will take the place of the flood of retiring baby boomers (reaching the age of 65 in the U.S. at a rate of 10,000 per day)? How can they go deep enough in the organization to find that next generation of leaders and get them ready?

The challenge ahead of them is marked by a number of common problems:

How Do You Move On When You've Picked The Wrong CEO Candidate?

Seeing the need for a new CEO, a client went about it the right way and began developing a thoughtful, strategic succession process. The company began grooming two or three in-house candidates, eventually zeroing in on one they thought would be ideal. However, the dynamics changed as the process went on. In cultivating their CEO-to-be, they came to realize they were actually betting on the wrong horse.

Pope Francis: A Transformational CEO

There’s this complex, global “business,” thousands of years old, that finds itself steeped in its own history, embroiled in controversy, and struggling to reconnect with its base while remaining relevant in a quickly changing landscape. Sound familiar?

RHR's CEO Dr. Thomas Saporito discusses how Pope Francis leads as a transformational CEO in an article by Chief Executive magazine.

Follow this link to read the article.

CEO Transitions: The Role of the Predecessor

There is no denying that the lingering shadow of the predecessor affects every freshly appointed CEO. In some cases, this is a legacy left behind by a beloved founder. In others it is the very real presence of a former chief executive who has left the office but not the building. Research published by RHR International indicates that 50% of previous CEOs stay involved with the company as a member of the board. On average, those who stayed as a director did so for eight months—three quarters of the first critical year of the transition process.


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