Stacey Shapiro

Thanks, Emma. It's a great question right now as we see particular periods of ambiguity and uncertainty. And I think an important reminder is that role profiles are dynamic. And so thinking about annually refreshing what good looks like from a senior leader standpoint.

Thanks, Emma. It's a great question right now as we see particular periods of ambiguity and uncertainty. And I think an important reminder is that role profiles are dynamic. And so thinking about annually refreshing what good looks like from a senior leader standpoint.

Thanks, Emma. It's a great question right now as we see particular periods of ambiguity and uncertainty. And I think an important reminder is that role profiles are dynamic. And so thinking about annually refreshing what good looks like from a senior leader standpoint.

the qualities that are likely to predict success based on the macroeconomic factors, internal factors, strategy, culture, are going to evolve across time. And so I think the other piece from a succession planning standpoint is that it's human nature to want to quickly converge on one or two top candidates, those individuals that a leader thinks are best prepared.

the qualities that are likely to predict success based on the macroeconomic factors, internal factors, strategy, culture, are going to evolve across time. And so I think the other piece from a succession planning standpoint is that it's human nature to want to quickly converge on one or two top candidates, those individuals that a leader thinks are best prepared.

the qualities that are likely to predict success based on the macroeconomic factors, internal factors, strategy, culture, are going to evolve across time. And so I think the other piece from a succession planning standpoint is that it's human nature to want to quickly converge on one or two top candidates, those individuals that a leader thinks are best prepared.

But keeping those pipelines broad is really enables an organization to be well-prepared in the event that the environment shifts. We see oftentimes an organization that thinks they need a commercial leader, but because of shifts in the macroeconomic environment, they realize after six months or 12 months that actually what they need is a much more operationally oriented leader.

But keeping those pipelines broad is really enables an organization to be well-prepared in the event that the environment shifts. We see oftentimes an organization that thinks they need a commercial leader, but because of shifts in the macroeconomic environment, they realize after six months or 12 months that actually what they need is a much more operationally oriented leader.

But keeping those pipelines broad is really enables an organization to be well-prepared in the event that the environment shifts. We see oftentimes an organization that thinks they need a commercial leader, but because of shifts in the macroeconomic environment, they realize after six months or 12 months that actually what they need is a much more operationally oriented leader.

And so to the extent that pipelines are robust and broad, it enables more stability across time.

And so to the extent that pipelines are robust and broad, it enables more stability across time.

And so to the extent that pipelines are robust and broad, it enables more stability across time.

I think first and foremost, transparency around the process is critical and making sure that individuals who are in the process feel well informed about any process that they're going to be part of. And ultimately, once a decision is made that the candidates also have a degree of transparency involved.

I think first and foremost, transparency around the process is critical and making sure that individuals who are in the process feel well informed about any process that they're going to be part of. And ultimately, once a decision is made that the candidates also have a degree of transparency involved.

I think first and foremost, transparency around the process is critical and making sure that individuals who are in the process feel well informed about any process that they're going to be part of. And ultimately, once a decision is made that the candidates also have a degree of transparency involved.

into how the decision was made and certainly receive feedback, both in the context of the successful candidate and transparent feedback for the individual who is not successful. And I think a great example of this, we recently did a CEO succession for an organization. There were two internal candidates One, of course, ultimately was successful and was named the CEO.

into how the decision was made and certainly receive feedback, both in the context of the successful candidate and transparent feedback for the individual who is not successful. And I think a great example of this, we recently did a CEO succession for an organization. There were two internal candidates One, of course, ultimately was successful and was named the CEO.

into how the decision was made and certainly receive feedback, both in the context of the successful candidate and transparent feedback for the individual who is not successful. And I think a great example of this, we recently did a CEO succession for an organization. There were two internal candidates One, of course, ultimately was successful and was named the CEO.

For the individual who was not successful, what the organization did was be very clear with that individual about their development opportunities and the gaps to fill, ultimately providing an expanded role that really served to help that individual fill those gaps in terms of their experience.

For the individual who was not successful, what the organization did was be very clear with that individual about their development opportunities and the gaps to fill, ultimately providing an expanded role that really served to help that individual fill those gaps in terms of their experience.