Mergers, acquisitions, downsizing, and growth all require an unprecedented need for information about key executives and a framework for assessing the competencies required to lead people during extraordinary times. Yet, even with the revolving doors at the top of many companies spinning faster than ever, organizations still overlook opportunities to develop talent from the bottom up, and they continue to allow the selection of top leadership to turn into messy melodramas.

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.

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.

Jeff Gaines

The “Never Enough” Mindset comes from the belief that no matter what you do or have, it won’t be enough. This mindset is buried deep into the American culture and many companies unwittingly reinforce it every day and in a variety of ways.

Achim Nowak

Here is a classic leadership conundrum.

They moved you to the C-Suite because you deliver results. They lavished you with praise along the way. And they were right: You are driven to succeed. Heck, you’re a corporate rock star.

And then, the moment you get there, they start to turn on you.

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