Posts Tagged ‘ succession planning ’

The Numbers Don’t Lie

Posted by: Elizabeth on June 6, 2012

Recently The Chronicle of Philanthropy reported the results from a study of 450 nonprofits and their employment trends.  43% of participants expect to make new hires this year, but they also will face turnover as workers seek better jobs and enter retirement.  This shows an improvement from last year, when only a third of nonprofits anticipated making hires.

The bad news is that only a fourth of these organizations have made a deliberate effort to actually retain the workers they have.  As the job market continues to strengthen, nonprofits have to consider how to keep their most talented workers. (more…)

“The only man I know who behaves sensibly is my tailor; he takes my measurements anew each time he sees me. The rest go on with their old measurements and expect me to fit them.”
- George Bernard Shaw

Posted by: Elizabeth on May 29, 2012

So we come to measurement again.  You have measured the culture of your organization and have a better idea of who your organization is and who you aspire to be.  Now is the time to examine your leadership candidate.  But where to begin?  There are so many measurement tools out there, how do you choose?

Povah and Sobczak in People & Strategy have given us some great ideas for measuring the leadership components we have looked at in this blog series. (more…)

Fits Like a Glove

Posted by: Elizabeth on May 23, 2012

We have been looking at contextual leadership and how to ensure that our leaders will adapt to shifting environments and strategies.  Having defined leadership agility and the other key elements of good leadership, we will now look at how these elements can combine with our organization in a good fit.

Povah and Sobczak define fit as evaluating the internal and external factors that define the organizations’ context, based on the current reality and the vision of the anticipated future.   Some questions to consider for your organization:

  • What are the external conditions and challenges that must be faced in the external environment?
  • What business strategy must be executed to address the external challenges?  Is the company growing, or does a new growth platform need to be developed and executed? (more…)

Those Who Can, Do…Those Who Can’t, Teach

Posted by: Elizabeth on May 16, 2012

A good friend of mine shared that his grandmother was one of the first women to enter the Army Nurse Corps in World War II.  She was commissioned as a 2nd Lieutenant and decades later still pulled rank when he would stay home sick from school.  She’d take him gallons of water throughout the day and take his temperature with an old glass and mercury thermometer.  He still saw her snapping her wrist just so to make the thermometer click and she could read the result without glasses.  He, however, had never been able to read a glass thermometer though he could write a dissertation on how to do so. (more…)

Who Are You Calling Boron?

Posted by: Elizabeth on May 9, 2012

I’ve been hearing you, “Liz,” you say, “I know all about intelligence, emotional intelligence, and even values.  While I do need to think about quantifying these for my leadership pipeline these concepts aren’t that new.”  Today’s fifth element will just what you are looking for.

Learning Agility is the ultimate “X” factor for success in a dynamic and capricious business world.  (more…)

Can You Quantify Values and Drive?

Posted by: Elizabeth on May 4, 2012

Simple rule for lawyers and bloggers – never lead with a question you can’t answer.  Yes!  You can quantify values and drive, and in People & Strategy, Povah and Sobczak have compiled some fascinating research on how they impact leadership.

Values centers around the character traits of integrity, honesty, sincerity, trust and respect.  We know those traits when we see them, but we must also learn to take measure of them during leadership selection.  (more…)

I Second That Emotion

Posted by: Elizabeth on May 2, 2012

I had a friend once who had two kids that loved to compete with one another.  The boy was a straight A student, president of the chess club, and received early acceptance into the Ivy League.  The younger girl was a B- student, captain of the cheerleading squad and class VP.  One day he was gloating about his grades so she stuck her tongue out him and declared that he might be a brainiac but was a social misfit while she would always have loads of friends and was a social genius.

Sadly, she was right.  He didn’t have a lick of sense or ambition beyond his textbooks while she had networking skills that would serve her career forever.  (more…)

Potential – What is it and How Do You Find It?

Posted by: Elizabeth on January 19, 2012

You’d be surprised to know how many companies craft a high-potential development program without ever having defined what potential means.  In Fernandez-Araoz, Groysberg and Nohria’s look at how to retain your top talent, they define potential as a person’s ability to grow and handle responsibilities of greater scale and scope. “Greater scale” is a job in the same area but with increased budget or staff, while “greater scope” is a job that involves activities that demand more breadth and complexity.  This definition of potential may or may not suit your organization – take some time to craft an accurate meaning of potential considering your culture and process. (more…)

By the Numbers

Posted by: Elizabeth on January 17, 2012

There is a war out there – a war for talent.  In a global study conducted by Claudio Fernandez-Araoz, Boris Groysberg, and Nitin Nohria; only 15% of North American and Asian companies are confident they have enough qualified successors for key positions.  Fewer than 30% of European companies believe their talent pipeline is sufficient.  In a spotlight article in Harvard Business Review, Fernandez-Araoz, Groysberg and Nohria look at how to hang on to your high potential successors in the face of such shortages. (more…)

 

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