If succession planning works, how do the wrong people so often get to the top ?
And how come the diversity at the bottom of organizations isn’t reflected higher up?

70% of succession plans fail within two years, because they lose management support (Human Capital Institute)
Companies “mis-promote people 75% of the time” (Portfolio, 2005)
The likelihood that an executive recruited from outside will work out is less than 50%, according to headhunters

Planeta cea mai fierbinte din sistemul ns solar e Mercur 430grd.
CHALLENGES
1 The most talented people are under siege from other organizations
2 Many people, who have the intellect and the behavioural skills to become part of the senior level talent pool, choose not to
3 Organizations often don’t know who their really talented people are
4 The psychopath, who achieves results through fear and manipulation, is still more likely to get into the talent pool than the participative, nurturing leader companies say they want
5 Charts and tables don’t reflect the complexity of the interface between the organization and its employees
6 Employees and organizations are generally not very honest in their discussions about succession planning issues
MYTHS
1.Line managers are generally effective in recognising and encouraging talent amongst their direct reports
2. Clear job descriptions are important.
'High performance' in one role = high potential in another
3. It’s important to know precisely who is ready to step into each key role
TALENT MANAGEMENT
1)Generational issues
2)Talented people have their own ideas about personal development and career progression
4)Narrow definitions of talent
5)Lack of engagement from stakeholders
LEADERSHIP is reinventing and depends on complexity and culture (we focus on what is measured, not on what has most impact); People who demonstrate excellence in the same role don’t demonstrate the same competencies. Focus on overcoming weaknesses doesn’t correlate with leader success
Potential =Ambition + Learning Orientation / Maturity + Self-Awareness – fatal flaws :-)

[1]How can organizations and talented individuals develop realistic yet flexible and opportunistic career paths?
[2]How can the ambitions of the organization and those of employees be brought into closer alignment?
[3]How can organizations and employees recognise and make use of “transition points”?
TRANZITION POINTS:
Sharp rise or fall in profitability
Talk of stretch goals
Change of leadership
Technological pressure from competitors
Change in the organisational vocabulary

TALENT SPOTTERS
1)Create opportunities for employees to seize challenges that will demonstrate current and latent talent
2)Take time to listen to people, simply because they are interested in them and their jobs
3)Have a perspective of talent that emphasizes diversity and the unexpected
4)See and value other people more for their strengths than their weaknesses
FOUR CONVERSATIONS:
1. The inner dialogue
2. Dialogue with the stakeholders
3. Dialogue between organization and employees generally
PURE ENERGY. Helping social networks flourish:
1]Subverts normal leadership hierarchy
2]Three types of leadership:
[2.1] Identifying problems and opportunities
[2.2] Creating viable solutions
[2.3] Finding and managing the resources to make things happen

In a very real sense, a business is a sum of a thousand everyday conversations...

MENTORING CONVERSATION:

1-Building self-belief and self-knowledge
2-Giving people the opportunity to raise their horizons
3-Exposing today’s leaders to the leadership potential of people different to themselves
4-Communicating the political realities
5-Legitimising non-standard career paths