Rebecca Slan Jerusalim

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 that in turn creates this kind of sense of loyalty and interest in staying in the organization. The third benefit is really about creating a culture of talent. So leaders become well-versed in talking about their talent. There becomes an emphasis on long-term development planning and growth. People become comfortable giving and receiving feedback.

And that in turn creates this kind of sense of loyalty and interest in staying in the organization. The third benefit is really about creating a culture of talent. So leaders become well-versed in talking about their talent. There becomes an emphasis on long-term development planning and growth. People become comfortable giving and receiving feedback.

And that in turn creates this kind of sense of loyalty and interest in staying in the organization. The third benefit is really about creating a culture of talent. So leaders become well-versed in talking about their talent. There becomes an emphasis on long-term development planning and growth. People become comfortable giving and receiving feedback.

And when succession decisions are made, it can reinforce the type of talent and broader culture the organization actually wants to cultivate. So for example, right now, I'm working with a professional services firm. And they recently replaced a longstanding leader who really espoused a siloed kind of eat what you kill mentality. And there was a lot of dysfunction in that group.

And when succession decisions are made, it can reinforce the type of talent and broader culture the organization actually wants to cultivate. So for example, right now, I'm working with a professional services firm. And they recently replaced a longstanding leader who really espoused a siloed kind of eat what you kill mentality. And there was a lot of dysfunction in that group.

And when succession decisions are made, it can reinforce the type of talent and broader culture the organization actually wants to cultivate. So for example, right now, I'm working with a professional services firm. And they recently replaced a longstanding leader who really espoused a siloed kind of eat what you kill mentality. And there was a lot of dysfunction in that group.

And so this internal promotion really went to someone who was less well-known, but who leads in a way that the organization really values. And by replacing him with this leader who espouses more of the culture and leadership characteristics that the organization is really wanting, it has really started to change the very nature of the organization's culture.

And so this internal promotion really went to someone who was less well-known, but who leads in a way that the organization really values. And by replacing him with this leader who espouses more of the culture and leadership characteristics that the organization is really wanting, it has really started to change the very nature of the organization's culture.

And so this internal promotion really went to someone who was less well-known, but who leads in a way that the organization really values. And by replacing him with this leader who espouses more of the culture and leadership characteristics that the organization is really wanting, it has really started to change the very nature of the organization's culture.