I remember before the birth of my first baby girl, Grace, in 2002. My husband and I were so excited to be expecting our first child. We decided we did not want to find out if the baby was going to be a boy or a girl until she was born. That's when the judgments came out of the woodwork.

Dr. Tasha Eurich

“They don’t know what they’re doing!” said my client, squirming indignantly. “Our leaders just don’t have what it takes to lead a company our size.” As the CEO of an organization whose headcount had grown by 1,000% in three years, he had a point.

Organizations with the greatest possibility of success also have the greatest possibility of failure. That is, the same behaviors and characteristics that maximize a company’s probability of notable success also maximize its probability of failure. The status quo stands firmly at odds with innovation, and the commitments of today often don’t align with the reality of tomorrow. In the past, we have relied on past performance to predict the future. Now we can’t.

In the past, leaders used the terms replacement planning and succession planning synonymously, but the two differ. Convincing decision makers to have a disaster replacement plan in the event that key individuals die or depart unexpectedly is not too difficult; persuading them to prepare people for advancement years ahead of their actual promotions presents more challenges.

Marsha Friedman

Those of you who’ve read my book, “Celebritize Yourself,” know that it describes a foolproof system for making yourself a go-to source for the media: You provide journalists with the content and insights they need; they provide you with mass-media exposure.

Pages

Contact

Follow The Blog

   Email * 
Subscribe to Syndicate

Blog Categories

Blog Authors

kajabi
eclub

EC

ad5
ad6

ad7

ad8