Rebecca Slan Jerusalim

Thanks, Emma. Pleasure to be here.

Thanks, Emma. Pleasure to be here.

Thanks, Emma. Pleasure to be here.

One common mistake I see is organizations seeing succession planning as an exercise really in replacement planning. That is, who will fall into what roles or what boxes on the org chart. It's really important to emphasize that if done well, succession really encompasses development over the long term.

One common mistake I see is organizations seeing succession planning as an exercise really in replacement planning. That is, who will fall into what roles or what boxes on the org chart. It's really important to emphasize that if done well, succession really encompasses development over the long term.

One common mistake I see is organizations seeing succession planning as an exercise really in replacement planning. That is, who will fall into what roles or what boxes on the org chart. It's really important to emphasize that if done well, succession really encompasses development over the long term.

That means that the organization is actively identifying key talent on a regular basis and actively providing them with development opportunities and experiences that allow them to grow. Too often, succession is really a check-the-box exercise at a critical point in time as opposed to having a long-term focus.

That means that the organization is actively identifying key talent on a regular basis and actively providing them with development opportunities and experiences that allow them to grow. Too often, succession is really a check-the-box exercise at a critical point in time as opposed to having a long-term focus.

That means that the organization is actively identifying key talent on a regular basis and actively providing them with development opportunities and experiences that allow them to grow. Too often, succession is really a check-the-box exercise at a critical point in time as opposed to having a long-term focus.

What we really recommend is a leadership blueprint. This involves really well defining the criteria of success for that leadership role. The second piece here is really about the factors to spot talent. And when we think about the critical factors in succession, what we're really thinking about is, do they have potential to grow in role? Is there curiosity, adaptability, resilience?

What we really recommend is a leadership blueprint. This involves really well defining the criteria of success for that leadership role. The second piece here is really about the factors to spot talent. And when we think about the critical factors in succession, what we're really thinking about is, do they have potential to grow in role? Is there curiosity, adaptability, resilience?

What we really recommend is a leadership blueprint. This involves really well defining the criteria of success for that leadership role. The second piece here is really about the factors to spot talent. And when we think about the critical factors in succession, what we're really thinking about is, do they have potential to grow in role? Is there curiosity, adaptability, resilience?

Do they possess social intelligence? Do they use a systems thinking approach? Are they able to kind of self-reflect and have a broader purpose? And these are really qualities that are the hallmark of who has potential to continue to evolve their leadership.

Do they possess social intelligence? Do they use a systems thinking approach? Are they able to kind of self-reflect and have a broader purpose? And these are really qualities that are the hallmark of who has potential to continue to evolve their leadership.

Do they possess social intelligence? Do they use a systems thinking approach? Are they able to kind of self-reflect and have a broader purpose? And these are really qualities that are the hallmark of who has potential to continue to evolve their leadership.

When succession is done effectively, it is a long-term, year-over-year approach where key talent is developed on an ongoing basis. And this ensures a number of benefits, including talent optionality. So if long-term succession planning exists... Key talent is given a wide variety of development opportunities to prepare them for the next level.

When succession is done effectively, it is a long-term, year-over-year approach where key talent is developed on an ongoing basis. And this ensures a number of benefits, including talent optionality. So if long-term succession planning exists... Key talent is given a wide variety of development opportunities to prepare them for the next level.

When succession is done effectively, it is a long-term, year-over-year approach where key talent is developed on an ongoing basis. And this ensures a number of benefits, including talent optionality. So if long-term succession planning exists... Key talent is given a wide variety of development opportunities to prepare them for the next level.

And done correctly, this will ensure that when a role does pop up, there is optionality about who could fill that role. The second benefit is really the retention of key players. And in offering key talent growth opportunities, the organization is really signaling to them that they are valuable and worthy of investment.

And done correctly, this will ensure that when a role does pop up, there is optionality about who could fill that role. The second benefit is really the retention of key players. And in offering key talent growth opportunities, the organization is really signaling to them that they are valuable and worthy of investment.