11 Sep 3 QUESTIONS YOUR CEO SHOULD BE ASKING RIGHT NOW
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This week I was interviewed by the incredible Sally Foley-Lewis for her annual Middle Managers Online Muster. The focus was on some of the themes from my latest book Confluence, and the global crisis of leadership.
The conversation got me thinking, yet again, about what is not happening in the sphere of leadership.
Too many people are coasting. Believing everything is, and will continue to be, A ok.
Not recognising the growing problem, the insufficiency of real leaders, and the potentially catastrophic consequences if this is left unchecked.
I hear ‘it’s fine’, and ‘we’ll figure it out’ way too often for my peace of mind.
Let me be clear, globally, there is a gap between the leaders we have, and the leaders we need.
This should have CEOs waking up in the middle of the night.
To raise your awareness and thinking, I’m sharing a few questions for you to reflect on. To get you to consider your role. The difference you might make to turn this around.
Be honest, at least with yourself:
1. WHAT IS THE STATE OF YOUR LEADERSHIP TALENT PIPELINE?
- What is the state of your leadership talent pipeline today, at all levels of leadership, right across your business?
- What is the impact of this?
- What is the state of your leadership talent pipeline for tomorrow, at all levels of leadership, right across your business?
- What is the impact of this?
It’s important to note that globally, only 10% of organisations believe they have a robust talent pipeline. That means 90% do not. This is a huge risk.
So, before you answer automatically, ‘yes our leadership talent pipeline is in good shape’, remember it is a very big risk you might be taking.
2. HOW MANY SUCCESSORS DO YOU HAVE?
- How many successors do you have for each leadership role?
- 2 is minimum, 3 or more is better.
While you may not personally know the specifics for every role, think of the leadership roles closest to you. In your own team or business unit. How many people are potential successors for each leadership role?
If you are an executive or senior leader, how many successors have you identified for your own role?
Here again, you might be thinking 3 or more people for each role seems a lot. Remember though, some of these people will leave your organisation, some simply won’t perform as you want, some may choose not to take on the role, some will take on a different role. More potential successors, means more potential success.
3. HOW WELL PREPARED ARE YOUR SUCCESSORS?
- How well prepared is each successor?
- What have you done so far to get these people ready to succeed?
- Do they know they are potential successors?
- Do they want to be?
- What is actively happening to develop these individuals, so they are capable and confident to take on their next leadership role?
- What responsibility do you have to help them succeed?
There are so many more questions I could ask. Let’s start with these.
I’d love to know your thoughts.
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