Emma Coombe

Or you might have somebody who's got a certain geographic experience but must have exposure to the largest region before they can be really credible. And one of my clients wasn't forward thinking enough in terms of the internal candidates they'd identified too.

Or you might have somebody who's got a certain geographic experience but must have exposure to the largest region before they can be really credible. And one of my clients wasn't forward thinking enough in terms of the internal candidates they'd identified too.

And it was only 18 months ahead of the CEO stepping down that they were given exposure to a new region and actually had to very quickly get their arms around it and not really have enough time to prove themselves. I think the board found it all quite a rush and in hindsight would have loved to think about this even five years in advance.

And it was only 18 months ahead of the CEO stepping down that they were given exposure to a new region and actually had to very quickly get their arms around it and not really have enough time to prove themselves. I think the board found it all quite a rush and in hindsight would have loved to think about this even five years in advance.

And it was only 18 months ahead of the CEO stepping down that they were given exposure to a new region and actually had to very quickly get their arms around it and not really have enough time to prove themselves. I think the board found it all quite a rush and in hindsight would have loved to think about this even five years in advance.

so that candidates had the right set of experiences and could really be compared on an equal footing when the actual succession took place. So when organisations only think about leadership talent, when there is a gap, as it were, they miss the opportunity to invest in their internal talent.

so that candidates had the right set of experiences and could really be compared on an equal footing when the actual succession took place. So when organisations only think about leadership talent, when there is a gap, as it were, they miss the opportunity to invest in their internal talent.

so that candidates had the right set of experiences and could really be compared on an equal footing when the actual succession took place. So when organisations only think about leadership talent, when there is a gap, as it were, they miss the opportunity to invest in their internal talent.

Coming back to you, James, what other common mistakes do you see leaders make when it comes to succession planning?

Coming back to you, James, what other common mistakes do you see leaders make when it comes to succession planning?

Coming back to you, James, what other common mistakes do you see leaders make when it comes to succession planning?

CEOs certainly need a targeted approach when they're thinking about their colleagues who have the most potential, James. And so I totally agree with you, aligning with the board, with the nominations committee on who those most likely internal successors are, and then really making sure they're tested by giving them new opportunities. Maybe it's group-wide projects if they're in a CFO role.

CEOs certainly need a targeted approach when they're thinking about their colleagues who have the most potential, James. And so I totally agree with you, aligning with the board, with the nominations committee on who those most likely internal successors are, and then really making sure they're tested by giving them new opportunities. Maybe it's group-wide projects if they're in a CFO role.

CEOs certainly need a targeted approach when they're thinking about their colleagues who have the most potential, James. And so I totally agree with you, aligning with the board, with the nominations committee on who those most likely internal successors are, and then really making sure they're tested by giving them new opportunities. Maybe it's group-wide projects if they're in a CFO role.

Maybe it's mentoring and developing other leaders in the organisation to test their followership. These kind of activities are so important to make sure that people can really get ahead and, as I said, be ready for the moment when the succession process takes place. I'd now like to turn back to you, Rebecca.

Maybe it's mentoring and developing other leaders in the organisation to test their followership. These kind of activities are so important to make sure that people can really get ahead and, as I said, be ready for the moment when the succession process takes place. I'd now like to turn back to you, Rebecca.

Maybe it's mentoring and developing other leaders in the organisation to test their followership. These kind of activities are so important to make sure that people can really get ahead and, as I said, be ready for the moment when the succession process takes place. I'd now like to turn back to you, Rebecca.

When identifying future leaders, we often gravitate towards candidates who are highly visible or remind us of ourselves. It's human nature, but this can, of course, create blind spots and missed opportunities. And Rebecca, it'd be great to hear from you on how CEOs and CHROs can develop more sophisticated talent spotting skills.

When identifying future leaders, we often gravitate towards candidates who are highly visible or remind us of ourselves. It's human nature, but this can, of course, create blind spots and missed opportunities. And Rebecca, it'd be great to hear from you on how CEOs and CHROs can develop more sophisticated talent spotting skills.

When identifying future leaders, we often gravitate towards candidates who are highly visible or remind us of ourselves. It's human nature, but this can, of course, create blind spots and missed opportunities. And Rebecca, it'd be great to hear from you on how CEOs and CHROs can develop more sophisticated talent spotting skills.