Emma Coombe

How can they uncover leadership potential in unexpected places across an organization?

How can they uncover leadership potential in unexpected places across an organization?

How can they uncover leadership potential in unexpected places across an organization?

You're absolutely right, Rebecca. And often looking for these qualities can lead to surprising discoveries. In our methodology, we come up with quantitative data individuals fill out a suite of questionnaires that builds their leadership profile, how others experience them as a leader. And then we also have a cognitive test that develops an output on how strategic an individual is.

You're absolutely right, Rebecca. And often looking for these qualities can lead to surprising discoveries. In our methodology, we come up with quantitative data individuals fill out a suite of questionnaires that builds their leadership profile, how others experience them as a leader. And then we also have a cognitive test that develops an output on how strategic an individual is.

You're absolutely right, Rebecca. And often looking for these qualities can lead to surprising discoveries. In our methodology, we come up with quantitative data individuals fill out a suite of questionnaires that builds their leadership profile, how others experience them as a leader. And then we also have a cognitive test that develops an output on how strategic an individual is.

That's combined with an in-depth interview with a search advisor and with a psychologist. The output of this is that we really do get to spot where talent lies in an organization. And recently, I was working with a client where one individual had waited for a long time for her boss to retire. And the organization had really overlooked her potential.

That's combined with an in-depth interview with a search advisor and with a psychologist. The output of this is that we really do get to spot where talent lies in an organization. And recently, I was working with a client where one individual had waited for a long time for her boss to retire. And the organization had really overlooked her potential.

That's combined with an in-depth interview with a search advisor and with a psychologist. The output of this is that we really do get to spot where talent lies in an organization. And recently, I was working with a client where one individual had waited for a long time for her boss to retire. And the organization had really overlooked her potential.

And for us, she was just the shining star buried away with talent. such big potential. It was incredibly exciting to spot this talent, to talk to the client about why it made sense to really invest in her as somebody for the future, and to have enough data to underpin this as well.

And for us, she was just the shining star buried away with talent. such big potential. It was incredibly exciting to spot this talent, to talk to the client about why it made sense to really invest in her as somebody for the future, and to have enough data to underpin this as well.

And for us, she was just the shining star buried away with talent. such big potential. It was incredibly exciting to spot this talent, to talk to the client about why it made sense to really invest in her as somebody for the future, and to have enough data to underpin this as well.

I'd now like to introduce our final voice into the conversation, Stacey Shapiro, Leadership Advisor in our Atlanta office. Stacey, welcome to the Leadership Lounge. Thanks, Emma. It's great to be here. So Stacey, succession plans are typically developed during stable periods, but executed during times of significant disruption or transition.

I'd now like to introduce our final voice into the conversation, Stacey Shapiro, Leadership Advisor in our Atlanta office. Stacey, welcome to the Leadership Lounge. Thanks, Emma. It's great to be here. So Stacey, succession plans are typically developed during stable periods, but executed during times of significant disruption or transition.

I'd now like to introduce our final voice into the conversation, Stacey Shapiro, Leadership Advisor in our Atlanta office. Stacey, welcome to the Leadership Lounge. Thanks, Emma. It's great to be here. So Stacey, succession plans are typically developed during stable periods, but executed during times of significant disruption or transition.

How do leaders ensure that their succession frameworks remain relevant and effective, even when business conditions shift dramatically?

How do leaders ensure that their succession frameworks remain relevant and effective, even when business conditions shift dramatically?

How do leaders ensure that their succession frameworks remain relevant and effective, even when business conditions shift dramatically?

I think, Stacey, you've made some great points and organisations that are in a position to support internal succession planning, in my mind, have massively de-risked the situation. It's so hard with all the referencing in the world to make sure that an external candidate is going to land well. And so having internal options is, without doubt, a huge advantage.

I think, Stacey, you've made some great points and organisations that are in a position to support internal succession planning, in my mind, have massively de-risked the situation. It's so hard with all the referencing in the world to make sure that an external candidate is going to land well. And so having internal options is, without doubt, a huge advantage.