Good Luck with Those Development Plans!

While I have your attention, let’s (not) talk about what makes a good development plan.

After years of working with executives, the question of what goes into a good development plan frequently comes up and can be a frustrating one for two reasons: the first is that there are as many options for good development plans as there are leaders; second, and most important, is that it’s the wrong question to be asking.

Want Measurable Change? Think Operating Culture

Many senior leaders consider ways they can define and transform their organization’s culture. However, there are so many definitions of and frameworks for organizational culture that it can be difficult to align on the best way to truly effect measurable change. For example, some define organizational culture as the shared values and beliefs that contribute to a company's norms for what behavior is acceptable; others describe it as the customs and written and unwritten rules that have developed over time.

Succession Planning for 21st Century Talent: Part 1

Your mission, should you decide to accept it, is predicting and developing 21st century talent. As always, should you or any of your team fail, the C-suite will disavow any knowledge of your actions. This article will self-destruct in two minutes.

So, you take on the mission. Driving this course is not going to be easy. It will involve making turns at speed, accelerating fast, and at times stopping dead in your tracks. All without the wheels falling off.

Succession planning is a fluid and dynamic state

Humility and Leadership

Years ago, I shared an early draft of a competency model with a Japanese colleague. He responded, “Where is humility on this model? f you have humility, you include customer service, quality, etc.” I replied that customer service and quality were already represented on the model, but that when you norm a model on American executives, humility doesn’t necessarily jump to the top of the list. This remains too true today.

Setting a High Bar for Transformation

The conversation in the chairman’s office was serious. Sitting in high-backed leather seats around a highly polished table, we talked about the readiness or not of the business to change. The chairman was concerned, and indeed a little worried. 

Rather colorfully, he set the scene. “We’ve had the best mousetrap in the business for 57 years and achieved growth and outstanding levels of profitability. The landscape has changed, and we’ve been too slow to respond. As a result, I’m not sure I’ve got the right people to make the journey.”

Developing a Pipeline of Enterprise Leaders: Introducing Scaling for Growth℠

One of the biggest challenges facing organizations is developing a robust pipeline of scalable leaders. RHR’s Executive Bench® suite of services is designed to build the next generation of enterprise leaders. As part of this suite of services, RHR first launched Readiness for Scale℠, an in-depth assessment that pinpoints strengths to leverage and gaps to close in preparation for executive leadership. RHR is now introducing Scaling for Growth℠, a best-in-class executive development program that closes gaps in scalability and accelerates readiness for enterprise leadership. Together, the Readiness for Scale and Scaling for Growth programs provide companies with a comprehensive solution for building a strong pipeline of enterprise leaders.

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