Emma Coombe

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.

In my experience, though, what I find is that if a business has gone through a series of profit warnings, if it's been negatively impacted, even by factors outside of its control, it can be very hard for a business to allow for CEO succession with an internal candidate. Quite often, investors aboard actually want to see a fresh face, somebody from the outside,

In my experience, though, what I find is that if a business has gone through a series of profit warnings, if it's been negatively impacted, even by factors outside of its control, it can be very hard for a business to allow for CEO succession with an internal candidate. Quite often, investors aboard actually want to see a fresh face, somebody from the outside,

In my experience, though, what I find is that if a business has gone through a series of profit warnings, if it's been negatively impacted, even by factors outside of its control, it can be very hard for a business to allow for CEO succession with an internal candidate. Quite often, investors aboard actually want to see a fresh face, somebody from the outside,

even if in the medium term, it could have been better to support and back an internal candidate. So I think it's a really interesting thing for us to reflect on as leadership advisors. And sometimes maybe there's an argument to push harder to support internal candidates because they are a known entity and they understand where an organization needs to get to.

even if in the medium term, it could have been better to support and back an internal candidate. So I think it's a really interesting thing for us to reflect on as leadership advisors. And sometimes maybe there's an argument to push harder to support internal candidates because they are a known entity and they understand where an organization needs to get to.

even if in the medium term, it could have been better to support and back an internal candidate. So I think it's a really interesting thing for us to reflect on as leadership advisors. And sometimes maybe there's an argument to push harder to support internal candidates because they are a known entity and they understand where an organization needs to get to.

A recent report by the Society for Human Resources Management found that organizations with a strong succession planning process in place have a 95% higher shareholder return compared to those without a succession plan. Rebecca, what other benefits have you observed?

A recent report by the Society for Human Resources Management found that organizations with a strong succession planning process in place have a 95% higher shareholder return compared to those without a succession plan. Rebecca, what other benefits have you observed?

A recent report by the Society for Human Resources Management found that organizations with a strong succession planning process in place have a 95% higher shareholder return compared to those without a succession plan. Rebecca, what other benefits have you observed?

That's a really powerful example, Rebecca. And I imagine it took a huge amount of work for your client to get comfortable with appointing somebody who was less known and had a very different style, but clearly is having such a positive impact on the organisation. This shows succession decisions are among the most powerful cultural levers available to leadership.

That's a really powerful example, Rebecca. And I imagine it took a huge amount of work for your client to get comfortable with appointing somebody who was less known and had a very different style, but clearly is having such a positive impact on the organisation. This shows succession decisions are among the most powerful cultural levers available to leadership.

That's a really powerful example, Rebecca. And I imagine it took a huge amount of work for your client to get comfortable with appointing somebody who was less known and had a very different style, but clearly is having such a positive impact on the organisation. This shows succession decisions are among the most powerful cultural levers available to leadership.

And they signal what behaviours are truly valued, not what's just written in a mission statement. So, Stacey, not every succession candidate can be selected for a bigger role.

And they signal what behaviours are truly valued, not what's just written in a mission statement. So, Stacey, not every succession candidate can be selected for a bigger role.

And they signal what behaviours are truly valued, not what's just written in a mission statement. So, Stacey, not every succession candidate can be selected for a bigger role.

And one of the big questions that we're often asked by our clients is how they can retain the talent that has been unsuccessful, particularly as clearly this talent has been identified as high potential, and yet they've had to be let down on their ambition to be considered for a new role higher up in the organisation. What advice do you have for our clients in this situation?

And one of the big questions that we're often asked by our clients is how they can retain the talent that has been unsuccessful, particularly as clearly this talent has been identified as high potential, and yet they've had to be let down on their ambition to be considered for a new role higher up in the organisation. What advice do you have for our clients in this situation?

And one of the big questions that we're often asked by our clients is how they can retain the talent that has been unsuccessful, particularly as clearly this talent has been identified as high potential, and yet they've had to be let down on their ambition to be considered for a new role higher up in the organisation. What advice do you have for our clients in this situation?

I think that's really good advice, Stacey. And frankly, it's quite likely that individuals who are not successful in such high stakes processes will leave. But the fact that your client kept somebody for two years is great. And hopefully one part of any candidate in a really high stakes succession process, one part of their responsibility is to think about backfilling for their own role.