Stacey Shapiro

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.

This had the benefit of, one, making that individual feel well informed about the process, supported in their development. And the organization retained this individual for about two years.

This had the benefit of, one, making that individual feel well informed about the process, supported in their development. And the organization retained this individual for about two years.

This had the benefit of, one, making that individual feel well informed about the process, supported in their development. And the organization retained this individual for about two years.

I think this really requires a leader to redefine what success will look like for them. It's an important mindset shift for a leader to go from a career which has really been based on their own merits and their success has been based on what they individually have been able to accomplish. And this shift really becomes...

I think this really requires a leader to redefine what success will look like for them. It's an important mindset shift for a leader to go from a career which has really been based on their own merits and their success has been based on what they individually have been able to accomplish. And this shift really becomes...

I think this really requires a leader to redefine what success will look like for them. It's an important mindset shift for a leader to go from a career which has really been based on their own merits and their success has been based on what they individually have been able to accomplish. And this shift really becomes...

defining that success will be on the basis of what they're able to get done through a team and enabling the success of those around them. I think recognizing that in many of these situations, the CEO may be at the end of their career. They may not be moving on to another executive role. And so in those situations, it's particularly emotional.

defining that success will be on the basis of what they're able to get done through a team and enabling the success of those around them. I think recognizing that in many of these situations, the CEO may be at the end of their career. They may not be moving on to another executive role. And so in those situations, it's particularly emotional.

defining that success will be on the basis of what they're able to get done through a team and enabling the success of those around them. I think recognizing that in many of these situations, the CEO may be at the end of their career. They may not be moving on to another executive role. And so in those situations, it's particularly emotional.

And I think there's an added degree of sensitivity that is required there.

And I think there's an added degree of sensitivity that is required there.

And I think there's an added degree of sensitivity that is required there.