One of the things that increasingly frustrates me is how development professionals have come to make a distinction between coaching someone to develop their leadership skills and coaching someone to manage their career. Typically, we use the term Leadership Coaching to describe a deliberate and personalised process to promote the leadership growth of an individual and
What’s your number one development strategy? In my experience, anyone named on a succession plan or identified as part of a talent pool benefits hugely from coaching. In my last post, The First Step You Should Take After Completing the Talent Review, I shared two reasons why coaching is the first talent development strategy you
As I mentioned in my last blog post, A Succession Plan isn’t the same as planning for succession. And a Talent Review isn’t enough to retain and develop your future leaders. They are simply the starting point. So, what is the first step you should take once you’ve completed the talent review? Well, step one is
One of the challenges I see often in organisations is that Talent Management focuses heavily on identifying who should be on the succession plan and who is considered a leader of the future. And that’s where it stops. Once the names are slotted into the relevant grids and boxes, nothing happens until the following year when the
I am a huge believer in the power of networking. And I’m fortunate to be part of a great network of highly skilled and talented professionals. One of the formal networks that I am part of is Interimity. Interimity is an exclusive, invitation-only community of HR consultants, coaches and interims. Find out more here. There has been
In my last blog post I shared a story of what can happen to an organisation’s succession plan if employees career aspirations aren’t taken into consideration. And you may have read it feeling comfortable in the knowledge that your organisation isn’t making that mistake because you have a question at the end of the Performance
In my last blog post “Only 14% of Talent Management Programmes Work. What Can You Do About It?” I talked about why it’s important to have a joined up approach to succession and talent management that creates a fit between the ambitions of an organisation and its leaders. Let me share a story of why
Did you realise only 14% of Succession Planning and Talent Management Programmes are considered a success? That was the conclusion from a 2009 survey by the American Society for Training and Development (ASTD). Frankly, experience tells me things haven’t improved over the last few years. Whatever the figure, there’s plenty of opportunity for improvement. Talent
One of our clients is a growing global organisation that needed to grow its leadership and management teams. They asked us to work with one of the senior people in the organisation, an account manager called Paul. The board at Paul’s organisation didn’t feel he was ready to direct the whole function at a strategic
Saint-Gobain is the world leader in the habitat and construction market. Last year the Head of Career Management for Saint-Gobain in the UK, Ireland and South Africa contacted us. She is responsible for how they attract, retain and develop their key “talents”. And part of that is around developing a mentoring programme for the talents
Empower your employees for career growth and retention. Download the first chapter free today.
