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Whether you are a Board
Chair or Lead Director who understands the high cost and loss of
focus from hiring an outside CEO or a
Chief Executive who is
currently grooming the next generation, please read this,
the first edition of The Halpinion. *
Halpinion is a word originally coined by Dr. Pierre
Tariot of the Banner Alzheimer's Institute in Phoenix to
label 'Katharine's opinion about something important'.
Thus, the name for my new email newsletter.
Because of our history, you know that I have
an opinion about pretty much everything. My plan is to
send periodic emails about my professional opinions, in the hope
that these thoughts might provide you with value. If effective,
this email will inspire you to take some think time soon
when you are exercising, at your vacation home or on an
airplane.
In McKinesy's global survey
of over 10,000 executives in 2006 (www.mckinseyquarterly.com)
business leaders said the single most important managerial
preoccupation for the rest of this decade is finding and
retaining talented people at all levels for their
organizations.
I do not want you to be preoccupied!
If you want to drive a thoughtful
strategic succession
planning
process
based on developing leaders from within, these are the kinds of
questions you could consider
asking of yourself and your current leadership team:
1. Is there alignment
around a common vision and do we all speak with one
voice? How could this be validated and tested? If you feel
that there is an opportunity to improve in this area, see my
white paper
at
..\pdf\Corporate Alignment 2 Approaches.pdf.
2. Do you see discipline
and structure around both planning and execution such that
accountability and results are almost routine and predictable?
My experience working with CEOs tells me that
discipline and structure are the foundation that management uses
to drive results for themselves, their people and their
organization. With
discipline and structure we have consistency and transparency in
decision making and our decisions are
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typically based on the facts, rather than
relationships, egos, or limited perspectives .
3. Are there systems and
processes in place and are they
properly staffed and resourced such that the infrastructure of
your organization is like a well-oiled machine that provides for
long term, sustainable growth?
I believe that the infrastructure of an organization, while not
very exciting, is the key to long-term, sustainable, strategic
growth. Think of your organization being like a vehicle.
Whether it is a Volkswagen Bug or a Hummer, it cannot function
without wheels. The infrastructure of an organization is like
the wheels that drive a vehicle. Without proper wheels, the
vehicle cannot drive growth and, most importantly, cannot
drive long-term value.
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If you can sit with a
blank legal pad and ask yourself these questions, you will
be better prepared to inquire with your current team of
executives as to their ability to grow themselves and their
people into strategic leaders. By
putting this discipline, think time, in place for
yourself, you will naturally and intuitively ask the right
questions of the right people at the right time. Over time,
the next generation of leaders and your succession plan will
become apparent to all.
If you received value from these thoughts, please forward this email to your colleagues who might also be interested in my opinion. If you don't want to receive these periodic emails please send a removal request to bonnie@halpincompany.com. If you received this from a colleague and would appreciate receiving these periodic issues of The Halpinion, please email bonnie@halpincompany.com and she will add you to The Halpinion list.
Lastly, if you have an opinion you would like to share about growing leaders from within, email me at Halpinion@halpincompany.com I will address your opinions in future issues. |
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