Culture And Leadership Succession

Have you heard of the dead horse theory? In many organizations, leaders refuse to accept the reality - the horse is dead. Instead there are discussions after discussions, hiring of experts and brainstorming to make the performance of the horse better. But the horse is dead. When transforming an organization the first check should be on transformation readiness. Are you ready to transform? And it breaks down to a few questions: 1. Are you willing to accept the horse is dead aka accept the problem? 2. Change is hard and personal: are you willing to put in the effort? 3. Can you make tough decisions without the full picture? More analysis of data doesn’t always make you wiser. 4. Are you willing to replace leaders who don’t adapt? Behaviors and language matter during transformation. 5. Are you willing to hold yourself accountable? If the answers are NO or maybe, the transformation is set up for failure from the very beginning. What questions will you add to the transformation readiness checklist? #leadership

CEO succession is a defining moment for any family-owned business. Family businesses account for more than 70% of global GDP, making leadership transitions critically important. In my latest article, co-authored with Avinash Goyal, Dr. Chaitali Mukherjee and Supriya Kamath, we explore how poorly managed transitions can erode both shareholder value and a family's legacy, while the most successful transitions act as catalysts for growth and renewal.   After analyzing 200 publicly traded family businesses and surveying 170 private family-owned businesses, we found that top-performing family-owned businesses (FOBs) excel through eleven key practices: five foundational and six distinctive. Foundational steps, such as evaluating multiple candidates and managing the transition as a project, set the stage. Distinctive practices, such as aligning family successors' roles to their strengths, anchoring non-family CEOs in the family's values, and empowering successors to think and act like owners, can make all the difference. Notably, when these practices are in place, revenue and EBITDA margins can rise by around four percentage points over five years post-succession.   What's striking is that transitions to family CEOs, when carefully managed, can deliver outsized returns, bucking the industry trend of post transition value erosion. The best transitions are treated as a long-term journey, often spanning 8 to 15 years, focused on leadership development, clear role definition, strong governance, and pragmatic planning.   How can family businesses turn a moment of risk into a springboard for renewal? Read more in our latest article 👉 https://lnkd.in/dQkcjrwH   #FamilyBusiness #Leadership #SuccessionPlanning #McKinsey

Managing change represents significant challenges for leaders due to the complex dynamics of organizational behavior, resistance, and the need for strategic planning and communication. During transitions, leadership must navigate the diverse reactions of team members, who may fear the unknown or worry about how changes will affect their roles and job security.   But here is a little-known secret: Disabled leaders excel at managing change. The way we, Disabled professionals, manage change is an untapped resource. And Non-disabled leaders could learn a great deal from Disabled leaders about managing change. To begin, having navigated numerous personal and professional challenges, Disabled leaders often have a profound understanding of resilience. Our ability to adapt to changing circumstances and overcome barriers can teach other leaders about the importance of flexibility, perseverance, and creativity in the face of change. Secondly, Disabled leaders are likely to prioritize inclusivity, recognizing the value of diverse perspectives in decision-making processes. This approach ensures that changes include the impact on various needs and backgrounds, leading to more comprehensive and effective solutions that benefit the entire organization. Next, Disabled leaders tend to adopt a strengths-based approach, recognizing and leveraging the unique strengths of each team member. This perspective can teach other leaders to focus on the assets and potential of their teams, rather than perceiving change from a deficit-based viewpoint. Finally, Disabled leaders are often skilled problem-solvers, finding innovative solutions to overcome daily challenges. This skill can be particularly useful in navigating the complexities of organizational change, offering fresh perspectives and strategies that others might overlook. The multifaceted nature of change management, combined with the inherent uncertainty of new directions, makes it a particularly challenging endeavor for leaders aiming to achieve successful and sustainable transformations. By observing and learning from the approaches of Disabled leaders, Non-disabled leaders can evolve and enhance their change management practices, fostering a more inclusive, adaptable, and resilient organizational culture. Looking for more ways to create AND sustain #DisabilityInclusion in the workplace? Hit the ‘follow’ button! I’m an openly Autistic #DEIB Facilitator and Speaker on a mission to close the disability leadership gap. Want to make your organization truly #inclusive? For Consulting, Speaking, Training & Workshops, email me at Becca@TrulyInclusiveLeadership.com or visit my website https://lnkd.in/ggFshWks Images description: a textured dark green background with a quote from text that reads "Non-disabled leaders could learn a great deal from Disabled leaders about managing change." #leadership #workplace #DEIleaders #TrulyInclusiveLeadership

The first thing that hit me when I joined this mid-sized engineering company as a CHRO was the lack of structured #SuccessionPlanning. At an organizational growth rate as steep as it was, the importance of a robust #SuccessionStrategy to keep our growth momentum on track and ensure continuity in leadership was very clear. To this end, I initiated my work with a critical review of our current leadership structure, #TalentPools, and future organizational requirements. I met senior leaders and key #stakeholders to identify critical roles for which #SuccessionPlans should be developed. This review identified several gaps and potential risks. Some of the huge barriers were #ResistanceToChange. To many senior leaders, succession planning was an unnecessary complication rather than a strategic necessity. Secondly, our #TalentManagementSystem lacked the necessary analytics to effectively predict and plan for the #leadership needs of the future. The next challenge in the process was to make the process inclusive and unbiased. We did not only need a system that would identify the #FutureLeaders, but one that would also be fair and transparent in the development of their capacity. Knowing these challenges, we established a comprehensive #SuccessionPlanningFramework that includes both quantitative and qualitative tools. #TalentAssessmentTools: We used #PsychometricAssessments, performance reviews, and 360-degree feedback to assess the current leader in finding a successor. Tools like #HoganAssessments and #GallupStrengthsFinder helped us truly understand individual capabilities and suitability for future roles. #LeadershipDevelopmentPrograms: Based on assessment results, customized development programs for potential successors have been designed. This includes #mentorship, #coaching, and focused training sessions to get over the shortcomings in competencies and groom them for the leadership role. #SuccessionPlanningSoftware: We implemented succession planning software in the HR system— #SAPSuccessFactors and #CornerstoneOnDemand. These tools enabled us to track potential successors, review development progress, and evaluate succession readiness. It runs scenario planning and #SuccessionModeling to simulate organizational changes and what would be affected in such scenarios. Our succession planning strategy, therefore, bore its first benefit: a strong #LeadershipPipeline ready for the challenges ahead and improved employee engagement through clear career pathways. It also enhanced the organizational agility required for smoother transitions. Our organization is more resilient, with a strategic approach toward developing leaders that places us in good stead for the future. #CHRODiaries #SuccessionPlanning #LeadershipPipeline #HighPotentialEmployees #PerformanceAssessment #360DegreeFeedback #ChangeManagement #CareerProgression #EmployeeEngagement #StakeholderBuyIn #OrganizationalGrowth

🏛️ Few professional challenges are as demanding as succeeding a celebrated leader whose legacy looms large. The Sydney Opera House offers a powerful metaphor for this test of leadership. Danish architect Jørn Utzon conceived its unforgettable silhouette, but after political disputes forced his resignation, Australian architect Peter Hall stepped in to complete the building. Visitors today admire both men’s legacies—Utzon’s visionary design and Hall’s functional interiors—yet only Utzon is widely remembered. This imbalance highlights the delicate art of succession: honoring a predecessor without being overshadowed, and leaving one’s own mark with humility and purpose. ⚖️ In leadership, as in architecture, transitions are inevitable. History shows countless examples where great works were continued or reimagined by successors: from St. Peter’s Basilica to Gone with the Wind. The true measure of succession lies in balance—avoiding the extremes of “Messiah Syndrome,” where a new leader rejects everything that came before, or excessive reverence that prevents progress. Effective leaders know when to preserve tradition as ballast and when to challenge it as dead weight. Innovation must walk hand in hand with respect, ensuring continuity without arrogance. 🔥 Leadership, ultimately, is a relay. We hold the baton for a time, run our stretch, and then pass it on. Recognizing the contributions of predecessors and successors alike is not weakness but nobility, a sign of emotional maturity and self-confidence. Gratitude, sincerity, and humility strengthen credibility, while disregard corrodes trust. In a world fascinated by disruption, perhaps the most radical act is leading succession with elegance—honoring the past, empowering the future, and keeping the flame alive. Elba Astorga Virginia Collera Juncal Sánchez Mendieta Iratxe Piñeiro Garate Yolanda Regodón Poblador Igor Galo Félix Valdivieso 唐夢龍 IE School of Humanities IE University

Despite widespread recognition of the benefits of diversity, many believe that promoting or hiring individuals from underrepresented groups solves the issue, but they often overlook the need for sustained inclusivity. Promoting diversity without creating an inclusive environment diminishes the long-term success of diversity, equity, and inclusion (DEI) initiatives. Even when diverse individuals reach leadership roles, many face unique challenges. Often labeled as "DEI hires," they encounter extra pressure to perform, making it difficult for them to succeed without proper support. Businesses tend to prioritize diversity but neglect the equally crucial aspects of equity and inclusion. This lack of support leads many leaders from underrepresented backgrounds to leave their roles. To ensure sustained diversity, equity, and inclusion, companies must provide ongoing resources such as skill development, equitable compensation, and inclusive workplace practices. Leaders should foster an accepting environment by soliciting and acting on feedback. Ultimately, DEI initiatives require intentional, company-wide efforts to create lasting change in leadership diversity. #diversity #equity #inclusion #belonging

🚨 CEO Succession: The #1 Governance Blind Spot 🚨 Despite being one of the board’s most sensitive and high-stakes responsibilities, too many boards still stumble when it comes to CEO succession. This is one of the key findings of a recent joint study of the Center for Executive Succession and HR Policy Association (HRPA) A recent study highlights 10 of the biggest pitfalls — and the results are sobering: 1. 41% of CEOs hesitate to engage in succession planning — stalling momentum, morale, and candidate development 2. Most boards only begin planning 12–18 months before a transition — far too late to prepare a CEO-ready successor 3. Only 58% of boards align their CEO profile with future strategy — meaning the wrong leader is chosen for the company’s next chapter 4. Succession discussions are often too shallow — more ritual than rigorous debate 5. Executive transitions are poorly managed — risking reputation, investor confidence, and leadership stability 💡 The research makes one point crystal clear: 👉🏼  A trusted CHRO is often more critical to the process than the CEO. When empowered & trusted, CHROs: ✔️ Reframe succession as strategy, not an exit plan ✔️ Provide objective, future-focused talent insights ✔️ Ensure continuity and minimize disruption during leadership transitions The paradox? The CHRO is essential to CEO succession — but only if they are truly trusted by the board, the CEO, & the executive team ⚡ My humble take: CEO succession isn’t just about replacing a leader. It’s about safeguarding the company’s future, honoring legacies, and protecting stakeholder confidence. Boards that treat it as a compliance exercise rather than a strategic imperative risk being caught unprepared — with consequences that echo far beyond the C-suite But don't take my word for it. Take it from a previous client of mine. The Co-CEO of a beverage company stepped into a family CEO succession that was table stakes for the business. She described our working together as follows: “I stepped into my first Co-CEO role about a year ago and selected Navid as my executive transition coach. Whilst this was a big new role for me, we made a lot of progress. As a result of our year-long engagement, I can wholeheartedly say that I got many insights and value for the time that we spent together. Navid’s thoughtful approach meant that at times, we deviated from the Double Diamond Framework of Executive Transitions to spend time on a more urgent or emergent topic. Navid’s coaching was always helpful, and I appreciate the insight and sustainable behaviour shifts that were created during our time together.” #MasteringExecutiveTransitions #Leadership #CHRO #Governance #CEO #SuccessionPlanning #BoardEffectiveness

Few boards have a well-defined process for Chair succession. Even in high-performing boards, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧𝐬 𝐨𝐟𝐭𝐞𝐧 𝐡𝐚𝐩𝐩𝐞𝐧 𝐫𝐞𝐚𝐜𝐭𝐢𝐯𝐞𝐥𝐲, prompted by a resignation, retirement or term limit rather than as part of a deliberate governance process. 𝐘𝐞𝐭, 𝐣𝐮𝐬𝐭 𝐥𝐢𝐤𝐞 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐨𝐫 𝐫𝐢𝐬𝐤 𝐨𝐯𝐞𝐫𝐬𝐢𝐠𝐡𝐭, 𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐢𝐬 𝐚 𝐟𝐢𝐝𝐮𝐜𝐢𝐚𝐫𝐲 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲. It’s what ensures continuity and confidence in leadership when change inevitably comes. Having recently gone through a Chair transition myself, I was reminded of how important it is to plan the passing of the baton. 𝐌𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐬𝐢𝐦𝐩𝐥𝐲 𝐟𝐢𝐥𝐥𝐢𝐧𝐠 𝐚𝐧 𝐞𝐦𝐩𝐭𝐲 𝐬𝐞𝐚𝐭, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐫𝐞𝐧𝐞𝐰𝐚𝐥 𝐩𝐫𝐞𝐬𝐞𝐫𝐯𝐞𝐬 𝐭𝐡𝐞 𝐫𝐡𝐲𝐭𝐡𝐦 𝐚𝐧𝐝 𝐩𝐮𝐫𝐩𝐨𝐬𝐞 𝐭𝐡𝐚𝐭 𝐠𝐢𝐯𝐞 𝐚 𝐛𝐨𝐚𝐫𝐝 𝐢𝐭𝐬 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡. Here’s a framework I’ve found helpful for thinking about board leadership transitions more deliberately: 1. 𝐃𝐞𝐟𝐢𝐧𝐞 𝐭𝐡𝐞 𝐫𝐨𝐥𝐞 𝐞𝐚𝐫𝐥𝐲. If the conversation starts when a vacancy appears, it’s already too late. Defining the role and ideal profile early helps the board align around expectations. What kind of leader does the organization need at this stage of its journey? What balance of independence, influence, and institutional memory will strengthen oversight? 2. 𝐅𝐨𝐫𝐦𝐚𝐥𝐢𝐳𝐞 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬. Good governance requires clarity. Whose responsibility is it? The Nomination Committee, a dedicated Succession Committee or the Chair? How should potential candidates be exposed to the board’s dynamics? Formalizing these steps ensures consistency when the moment arrives. 3. 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲 𝐰𝐢𝐭𝐡 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. Boards often default to seniority or rotation, but longevity doesn’t always mean fit. The decision should reflect the company’s current needs and direction, not tenure alone. Benchmarking candidates against the defined role brings objectivity and alignment. 4. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐭𝐡𝐞 𝐂𝐄𝐎. The Chair–CEO relationship is among the most pivotal in governance. Involving the CEO early helps ensure alignment and chemistry, fostering a productive partnership from day one. 5. 𝐏𝐥𝐚𝐧 𝐭𝐡𝐞 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧. Even the most seasoned director faces a learning curve when stepping into the Chair role. Structured onboarding, through shadowing, joint meetings and mentorship from the outgoing Chair, helps transfer both knowledge and culture. Ultimately, good governance is as much about oversight as it is about renewal. So it’s worth asking: Do the boards you are part of plan for leadership succession as deliberately as they plan for strategy and performance?

Most companies approach Succession Planning poorly. They produce a document once every few years, review it, and file it away. The exercise is not future-proof. At Nissan, we built something different. Every manager at every level was required to submit 5 successors for their own role, ranked, updated every year. The process was confidential, but people knew it existed. This created several things at once. First, managers had to actually know their people’s capabilities. You cannot produce a ranked list of five successors if you have not been paying genuine attention to how colleagues are developing. The exercise forced real talent assessment throughout the organization, not just at the top. Second, it built a pipeline of readiness. At any given time, we knew who could step into critical roles. When a position opened, we had candidates who had been identified, and already prepared through expanded responsibilities. Third, it became one of the most effective #retention tools we had. People who knew the organization was preparing them for advancement had a reason to stay. We applied this framework directly to our women in #leadership goals. Every succession list had to include at least one woman. This created ongoing pressure to develop female candidates and made the exclusion of women from the pipeline a visible management failure rather than an invisible one. The reward is highest for the candidates who have historically been overlooked. Someone who breaks into a new level in an environment that had previously excluded people like them brings energy and loyalty that is rare. They become ambassadors. They bring in more talent like themselves. The virtuous circle runs itself. A company that cannot replace any of its key leaders on short notice is carrying a significant hidden operational risk. Most organizations discover this only after the #crisis has already arrived. The succession plan is not a human resources document. It is a strategic tool. Treat it that way. How robust is the succession pipeline in your organization right now? Could you replace your three most critical roles within ninety days?

In India, LinkedIn's recent data shows that 38% of women cite a career break for parenting, over four times the percentage of men at 9%. This statistic reveals a critical opportunity for companies to support women reentering the workforce after career breaks, especially for those transitioning back into strategic or leadership roles. Since I work in corporate leadership and talent acquisition, I've had the privilege of helping numerous women resume impactful careers. Success in these placements is only possible with the full support of stakeholders and leadership. When companies trust and empower the talent acquisition team to identify skilled candidates—career break or not—change happens. With the right understanding and genuine commitment from top-level leadership, companies can move beyond stigmas tied to career breaks. This approach is where real change management lies: hiring based on skill and potential, aligned with opportunity requirements, and championed by an inclusive leadership vision. To foster this environment, companies can Create 'Returnship' Programs: Structured reentry programs designed to ease the transition, often with mentorship and flexible schedules. Empower Hiring Managers and Teams: Sensitize teams to the value that career returners bring, shifting the focus from the break to relevant skills. Flexible and Inclusive Policies: Remote or hybrid working options, especially in the early months, to accommodate reentry. Leadership and Accountability: Embed this inclusion at the top levels, ensuring leaders actively promote and normalize hiring after career breaks. It’s time we see this as true change management, where talent is prioritized for the value they bring, not discounted for gaps in their resume. #ReturnToWork #WomenInLeadership #InclusiveHiring #CareerReentry #DiversityAndInclusio