| The demand for leadership talent greatly
| |
| | change.Companies mistakenly focus on
|
| exceeds supply. If economic growth
| |
| | leadership traits, styles and technical
|
| continues at a modest 2 percent for the
| |
| | competence. They commit a major error
|
| next 15 years, there would be a need for
| |
| | when promoting successful individuals
|
| one-third more senior leaders than there
| |
| | without acknowledging required skill set
|
| are today.Baby boomers have already
| |
| | differences at different levels of
|
| started to retire. Most large companies
| |
| | leadership responsibilities.The
|
| will have to scramble to meet gaps in
| |
| | Leadership PipelineHiring gifted people
|
| senior leadership talent. Who will
| |
| | makes sense as a tactic, but not a
|
| replace your retiring executives, and how
| |
| | strategy. Companies need to build
|
| will you keep your company's leadership
| |
| | leaders, not buy them. Research and
|
| pipeline full?To make matters worse, the
| |
| | experience demonstrate that potential is
|
| global and more dynamic economy of the
| |
| | not fixed.The more people achieve, the
|
| 21st century requires executive talent
| |
| | more they learn. Their willingness to
|
| with a more complex skill set:*Greater
| |
| | tackle new challenges increases. To
|
| technological literacy
| |
| | capitalize on potential, companies must
|
| *A sophisticated understanding of global
| |
| | define the true work requirements at each
|
| marketplaces
| |
| | key leadership level. Succession planning
|
| *Multicultural fluency
| |
| | systems must spell out what's needed to
|
| *Relationship savvy, with extensive
| |
| | make a successful transition from one
|
| networks of alliances and stakeholders
| |
| | layer of leadership responsibility to the
|
| *Leadership skills over a delayered,
| |
| | next.Succession Planning to Fill the
|
| disaggregated and virtual
| |
| | PipelineThe following five-step plan will
|
| organizationSuccession Planning in the
| |
| | facilitate succession planning:1. Tailor
|
| 21st CenturyIn response to these
| |
| | a leadership pipeline model to fit your
|
| challenges, organizations have a renewed
| |
| | organization's succession
|
| interest in succession planning systems.
| |
| | needs.2. Clarify standards for
|
| While these systems functioned merely as
| |
| | performance and potential, in your own
|
| replacement charts in the past, and were
| |
| | language.3. Document and communicate
|
| HR executives' function, there are two
| |
| | these standards throughout the
|
| critical differences today,
| |
| | organization.4. Evaluate succession
|
| emphasizing:1. Leadership development at
| |
| | candidates through a combined
|
| all levels (not just senior
| |
| | potential-performance matrix.5. Review
|
| executives)2. Responsibility and
| |
| | plans and progress of the entire pipeline
|
| involvement for leadership development
| |
| | frequently and seriously.Patsi Krakoff,
|
| within the work group, with the person's
| |
| | Psy. D. writes articles for business and
|
| manager and team members (and no longer
| |
| | executive coaches and consultants. She
|
| an HR function)Distinct Leadership
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| | provides articles on leadership and
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| LevelsMost development models fail to
| |
| | executive development for sale, and
|
| consider leadership requirements at all
| |
| | formatted into customized newsletters.
|
| levels. As a person is promoted from line
| |
| | Get Patsi's Secrets of Successful Ezines
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| |
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| manager, skills and requirements
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