Emma Coombe

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.

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.

So hopefully an organization has that well advanced. And if they do decide to leave, there's not such a big hole to fill. For our final question today, it can be difficult for leaders to balance developing their successes whilst continuing to lead the business and go on their own journey.

So hopefully an organization has that well advanced. And if they do decide to leave, there's not such a big hole to fill. For our final question today, it can be difficult for leaders to balance developing their successes whilst continuing to lead the business and go on their own journey.

So hopefully an organization has that well advanced. And if they do decide to leave, there's not such a big hole to fill. For our final question today, it can be difficult for leaders to balance developing their successes whilst continuing to lead the business and go on their own journey.

How can leaders effectively balance developing potential successes while engaging in their own personal and professional development?

How can leaders effectively balance developing potential successes while engaging in their own personal and professional development?

How can leaders effectively balance developing potential successes while engaging in their own personal and professional development?

You're absolutely right, Stacey. It's all about mindset. The most effective leaders view developing potential successes as an opportunity, not a burden. It's not a time drain. It's not a distraction from their own growth. Frankly, it allows them to do other things, hopefully better, and it forms their legacy. This is what is there after they've gone, next generation of leaders coming through.

You're absolutely right, Stacey. It's all about mindset. The most effective leaders view developing potential successes as an opportunity, not a burden. It's not a time drain. It's not a distraction from their own growth. Frankly, it allows them to do other things, hopefully better, and it forms their legacy. This is what is there after they've gone, next generation of leaders coming through.

You're absolutely right, Stacey. It's all about mindset. The most effective leaders view developing potential successes as an opportunity, not a burden. It's not a time drain. It's not a distraction from their own growth. Frankly, it allows them to do other things, hopefully better, and it forms their legacy. This is what is there after they've gone, next generation of leaders coming through.

And on this point, I'd like to close the episode with a quote from Microsoft CEO Satya Nadella on the importance of leaders being what he calls institution builders. He said, my dad, a civil servant in India, always used to talk about institution builders as those people whose successes do better than they did themselves. I love that definition.

And on this point, I'd like to close the episode with a quote from Microsoft CEO Satya Nadella on the importance of leaders being what he calls institution builders. He said, my dad, a civil servant in India, always used to talk about institution builders as those people whose successes do better than they did themselves. I love that definition.

And on this point, I'd like to close the episode with a quote from Microsoft CEO Satya Nadella on the importance of leaders being what he calls institution builders. He said, my dad, a civil servant in India, always used to talk about institution builders as those people whose successes do better than they did themselves. I love that definition.

I feel that if the next CEO of Microsoft can be even more successful than I am, then maybe I've done my job right. If the next year of Microsoft crashes and burns, that may result in a different verdict. This captures for me the essence of effective succession planning perfectly. It's not just about filling positions. It's about building institutions that thrive long after we've moved on.

I feel that if the next CEO of Microsoft can be even more successful than I am, then maybe I've done my job right. If the next year of Microsoft crashes and burns, that may result in a different verdict. This captures for me the essence of effective succession planning perfectly. It's not just about filling positions. It's about building institutions that thrive long after we've moved on.

I feel that if the next CEO of Microsoft can be even more successful than I am, then maybe I've done my job right. If the next year of Microsoft crashes and burns, that may result in a different verdict. This captures for me the essence of effective succession planning perfectly. It's not just about filling positions. It's about building institutions that thrive long after we've moved on.

That's the real test. So our time in the lounge today has come to an end. In 30 seconds, this is what we've learned. Start succession planning early, ideally as soon as you step into a new leadership role. View succession as an ongoing development process, not just a replacement exercise.

That's the real test. So our time in the lounge today has come to an end. In 30 seconds, this is what we've learned. Start succession planning early, ideally as soon as you step into a new leadership role. View succession as an ongoing development process, not just a replacement exercise.

That's the real test. So our time in the lounge today has come to an end. In 30 seconds, this is what we've learned. Start succession planning early, ideally as soon as you step into a new leadership role. View succession as an ongoing development process, not just a replacement exercise.