Culture And Leadership Succession

🎒 Lisa did what we’re taught to do: find a mentor. She had one, Louis, Smart, senior, generous. He reviewed her decks, circled verbs, sent books. “You’re ready,” Louis said. When the VP role opened, she waited for the room to see it too. 🧊 The announcement came on a Tuesday: Mark got it. Town hall, confetti, “transformational leadership.” Lisa smiled on camera, shut the laptop, and stared at the to-do list she’d built for a job she didn’t get. Louis texted, “Proud of you either way.” 🧠 What women are not told: Mentors refine you. They do not reframe you. Advice polishes the work; Power moves the story. Women are trained to be excellent students, collect feedback, fix, repeat, so we overinvest in guidance and underinvest in placement. Then we’re shocked when tidy performance reviews don’t convert into messy decisions. 🛠️ What should you do instead: 1. 🎯 Turn mentoring into a mandate    Ask: “In the next 30 days, which decision will my name be attached to?” If the answer is “keep doing great work,” you have a tutor, not a ladder.     2. 🗓️ Put your ambition on the calendar    “I want the VP seat in Q2. Which three people must hear me before then? Book one now, I’ll book the other two.” If it’s not scheduled, it’s storytelling, not strategy.     3. 🧾 Replace “great job” with receipts    Send a one-pager after every win: problem → action → business result → next bet. CC two people who were not in the room. If it isn’t written and shared, it isn’t yours.     4. 🔁 Trade value for visibility    “I’ll deliver X in 60 days. In exchange, I want a 10-minute slot in the exec pre-read and one warm intro to a decision-maker.” Mentorship that doesn’t cost them anything won’t change anything.     5. 🧭 Build your map, not your mood    List the three people who can say yes to your next jump. For each: what they care about, what you can deliver, when you’ll be in front of them. Feelings are not a plan; access is.     🚀 That’s why Uma Thana Balasingam and I are running a 90-minute working session, “𝗛𝗼𝘄 𝘁𝗼 𝗕𝗲 𝗦𝗲𝗲𝗻 𝗮𝗻𝗱 𝗛𝗲𝗮𝗿𝗱 𝗮𝘁 𝗪𝗼𝗿𝗸,” on October 2nd, 7:30pm to 9pm SGT where we share the exact scripts, pre-wiring moves, and a one-page receipts template to turn quiet impact into visible authority. Join here: https://lnkd.in/gte3PVrM 👊 Because advice makes you better, but only visibility makes you next.

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

What is the right balance between promoting your c-suite from within versus hiring externally? Does it depend on the current performance and objectives of the business? Just before Christmas, I spent a day in Paris for some end of year conversations with the HR teams of various luxury maisons. We reviewed the challenges of 2024 and what action was necessary for renewed success in 2025. The consensus was that the first half of 2025 would remain flat, but lay the foundation for growth from the third quarter onwards. We talked about the importance of how organisational design was changing to become more effective in 2025, moving away from the legacy luxury thinking into a leaner, more innovative structures. We also talked the mindset of leadership which until this point had only experienced success and was now having to adapt to a turnaround situation. To do this the organisation needs to be optimised and potentially invest in bringing in changemakers to unlock the potential. The most critical conversation was around the balance of promoting leaders from within, versus the impact of hiring externally. How do you achieve an optimum mix of culture carrying individuals who are instinctive brand guardians supported by new talent and fresh ideas coming into a brand to prevent it becoming too inward looking? Unanimously, the various HR leaders suggested a 70% / 30% split would be the right figure, but despite the encouraging increased mobility of individuals within the luxury groups, this ratio is rarely achieved. Internal moves are often complex and political and can raise unjustified questioning around loyalty or a perceived dissatisfaction with their current role. Eradicating the internal obstacles to internal progression was a key focus for 2025 for the HR leaders we met. The nucleus of any good company are their tenured teams who champion the core values and self-regulate consistently high standards. Identifying the potential high performers within a brand is critical to ‘growing your own’. It is a wise investment to provide the mentorship to engage and reward those leaders who have the potential to become future c-suite leaders. We initiated several projects last year to build bespoke programs for brands looking to fast track the skillsets of leaders whom they’d identified as future superstars – the next generation of individuals who’ll keep a business relevant, innovative and challenge conventional thinking from within. Recognising this talent and proactively investing in growing it further creates a deeper engagement, especially at a time where their success will begin to create a level of visibility that will attract the attention of other brands. More importantly the impact the mentoring can have is significant. DHR Global #leadershipconsulting #highpotentialprograms

Raising the retirement age: Will it stall leadership growth—or challenge us to redefine it? Malaysia’s proposed move to extend the retirement age to 65 has sparked a vital conversation about leadership and succession. But let’s be clear: leadership roadblocks aren’t caused by age—they stem from outdated structures that equate leadership with tenure rather than talent. Consider this real-world example. At a regional company I partnered with some years back , the Head of Sales was 62—brilliant, respected, and not ready to retire. Meanwhile, a 34-year-old National Sales Manager had consistently outperformed expectations and was clearly ready for a bigger role. The company didn’t wait for a vacancy. Instead, they reimagined the leadership model: The senior leader transitioned into a Strategic Advisor role, focusing on market strategy and mentoring future leaders. The younger leader took on a regional leadership portfolio, with full P&L ownership, cross-functional team leadership, and participation in executive decisions. The result? Both leaders thrived. No titles were compromised—only mindsets and organizational models evolved. This is what modern leadership architecture looks like. It’s time to stop treating succession as a zero-sum game. The organizations that will succeed moving forward are those that: 🎯Decouple influence from hierarchy by allowing people to lead without needing a high-ranking title, enabling high-potential talent to contribute meaningfully regardless of age. 🎯Create legacy roles for experienced leaders to coach, advise, and nurture the next generation. Shift from rigid vertical ladders to flexible career paths, where progression can take many shapes. 🎯Build intergenerational teams that drive innovation through diverse perspectives—not through uniformity. 🎯🪫And importantly, this is also the time to weed out non-performers to make space for talent that drives growth and change. So no—the retirement age itself isn’t the root problem. The true challenge is designing systems where wisdom and innovation co-exist—intentionally, by design, not by default. As leaders and advisors, it’s our responsibility to advocate for and build these future-ready, multi-generational workforces. Follow me for more insights on redefining leadership and creating sustainable organizational success in a changing world.

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

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

Succession Planning? What’s that, and why is it important? #Successionplanning is the process of selecting and developing key talent to ensure the continuity of critical roles. But it isn't just about finding a replacement for a key role; it's about nurturing a new generation of leaders. This is important for a number of reasons- ♦️Continuity and Stability: Succession planning ensures that when key positions become vacant due to retirement, resignation, or unforeseen circumstances, there is a clear plan in place to fill those roles. This prevents disruptions and maintains stability within the organization. ♦️Talent Development: It provides a structured approach to identifying and developing the talent within the organization. This helps in nurturing the next generation of leaders, which is essential for long-term success. ♦️Leadership Pipeline: It creates a pool of potential leaders who are trained and ready to step into key roles. This reduces the risk of leadership gaps and allows for a smoother transition when leadership changes are necessary. ♦️Employee Engagement: When employees see opportunities for growth and advancement within the organization, they tend to be more engaged and motivated. Succession planning can improve employee morale and retention. ♦️Cost Savings: Hiring externally for leadership positions can be expensive and time-consuming. Succession planning reduces the need for costly external searches and onboarding, as internal candidates are already familiar with the organization's culture and operations. ♦️Knowledge Transfer: It ensures that knowledge and expertise are transferred from experienced employees to their successors. This knowledge transfer is crucial for maintaining best practices and institutional memory. ♦️Crisis Preparedness: It is a valuable tool for disaster recovery and crisis management. When an unexpected event occurs, having a plan in place helps the organization respond more effectively. ♦️Enhanced Decision-Making: When employees are groomed for leadership, they gain a deep understanding of the organization. This can lead to more informed and effective decision-making when they step into leadership roles. ♦️Adaptability: In a rapidly changing business environment, succession planning ensures that the organization can adapt to new challenges and opportunities. It keeps the company agile and resilient. Whether you're a small business owner or part of a large corporation, having a well-thought-out succession plan is like having an insurance policy for your company's future. It minimizes disruptions, maintains stability, and fosters growth. DM for #corporatetrainings LinkedIn News India LinkedIn Learning

The best leaders understand that unity is essential for sustained success. When leading a team, polarization creates unnecessary strife. A leader who alienates members of the group risks damaging morale, collaboration, and overall productivity. You may have seen this play out when a new leader comes in with "guns blazing," pushing their agenda before taking the time to understand the existing dynamics. When faced with feedback, those with low EQ might even double down on their approach, adopting a “with me or against me” attitude. Instead of inspiring the team to work together, this kind of leadership fosters disengagement and fear. The irony is that a leader’s attempt to make a fast start can backfire, creating a group of vocal detractors. Fortunately, I’ve worked for leaders who understood that their role was to create an environment where even those who didn’t fully align with their vision still felt included and valued. When Microsoft acquired Great Plains Software, Satya Nadella flew us out to Fargo in the middle of winter to meet the aquired team. Interestingly, the Fargo team as led by Doug Burgum (now serving as the U.S. Secretary of the Interior). There couldn’t have been a greater cultural mismatch. Microsoft operated as a technical meritocracy, laser-focused on results, while Great Plains had the feel of a family-run business. Satya immediately recognized this and took a patient approach—listening, understanding, and integrating before asserting a direction. Many of us were impatient with the process at the time, wanting faster action, but in hindsight, it was both brilliant and necessary. By taking the time to bridge the gap between the two cultures, he prevented an "us vs. them" divide. To drive cultural change, the key lesson is that you only need a small core of strong supporters, while the majority should be neutral and open to change. Supporters provide momentum, energy, and advocacy to drive initiatives forward, while neutrals serve as a stabilizing force. They may not be the loudest champions, but they aren’t resisting either—they’re open to reason and willing to follow when convinced. A leader can prevent unnecessary resistance and foster a culture of cooperation by being aware of these dynamics.  You can still be a strong and decisive leader while avoiding polarization. Focus on common ground and emphasize shared goals. Listen to different perspectives, communicate in ways that resonate across broad viewpoints, and explain how your decisions serve the collective good. By cultivating an atmosphere of respect and open-mindedness, a leader ensures their influence extends beyond their strongest supporters.

In most boardrooms, the agenda is dominated by financials, strategy, and market risks. Yet one of the most critical risks rarely gets equal airtime: talent risk. And here’s why it matters, because talent risk is strategy execution risk. It’s easy to assume people will perform, stay loyal, and execute the strategy. But reality is more complex: • Key leaders quietly burn out • High performers leave without warning • Critical roles go unfilled for too long • Capability gaps widen faster than succession pipelines can keep up Boards often miss these signals because they’re measured by headcount or retention numbers, not by what really matters: alignment, capability, and engagement. I’ve seen this play out first-hand. In an organization I was part of, a C-suite role in a critical department saw extremely high turnover. The role was deeply strategic, shaping the very direction the company took. Every transition in that seat disrupted momentum and yet, the board did not look at the deeper capability risk behind it. The truth I’ve seen across organizations is this: talent risk isn’t just about who might leave tomorrow. It’s about whether the people in place today have the alignment, capability, and resilience to deliver the future strategy. A disengaged executive team, a thin succession bench, or unaddressed skill gaps can quietly derail growth long before they show up in financials. For boards, that means elevating talent risk into the enterprise risk management (ERM) framework and treating it as a standing governance priority. This isn’t about micromanaging HR,  it’s about oversight, accountability, and fulfilling fiduciary duty. Boards can bring real value when they press on questions like: → Which roles are truly business-critical to executing next year’s strategy? → Where are the succession blind spots, especially at leadership level? → How resilient is our workforce to external disruption, demographic shifts, tightening talent pools, or regulatory changes? → Do we, as a board, have enough visibility into these issues to govern effectively and protect enterprise value? Unchecked talent risk doesn’t just slow execution,  it undermines resilience, erodes market confidence, and ultimately impacts shareholder value. Boards that surface talent risk early don’t just protect the business. They strengthen long-term competitiveness by ensuring strategy has the people strength to succeed. So here’s the challenge I’d leave with every board: 👉How are you keeping talent risk visible in the boardroom before it becomes a business crisis? #TalentRisk #BoardroomAgenda #LeadershipStrategy #WorkforceResilience #EnterpriseRisk

Last week, I met the team of Orah Nutrichem Pvt. Ltd. to conduct an ‘𝐎𝐫𝐢𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐬𝐞𝐬𝐬𝐢𝐨𝐧’ of the mentoring journey I will be facilitating for their them. These are one-to-one sessions wherein people from cross functional roles will interact with me about their aspirations, challenges, fears, dreams, and I will be handholding and guiding them in this journey. I will also be wearing the hat of an ‘enabler’ and ‘friend’ where a safe space will be provided for them to share their thoughts and feelings. This is going to be a year long journey, with meeting each one of them once, every month. The benefit of this type is in relationship approach and connection. A mentor and mentee can focus on the exact development needs of the mentee and, as a result, speed up the entire growth process. One-on-one mentoring is also suitable for succession planning. In the words of the Director, Rohit Dubepatil “I want to have this program so that it helps build individuals to their highest good’. People will receive salaries every month, however if they can benefit from a sounding board to grow themselves further, the purpose of this program is achieved.’ When organizations decide to 𝐢𝐧𝐯𝐞𝐬𝐭 𝐢𝐧 𝐚 𝐦𝐞𝐧𝐭𝐨𝐫𝐢𝐧𝐠 𝐩𝐫𝐨𝐠𝐫𝐚𝐦, the benefits are multifold: 1)  A mentorship program can inspire or challenge participants to get outside their comfort zone and learn something new. Being in a mentor/mentee relationship can also improve job satisfaction, as 90% of employees with a career mentor reported being happier at work. 2)  Mentoring can expand a mentee’s professional network as mentors often introduce mentees to other professionals to facilitate opportunities for organizational collaboration, and career advancement. 3)  Mentees can become aware of their own emotions and build up their EQ. By sharing their fears, challenges and struggles in a safe space provided, they get an opportunity to reflect, challenge and check emotions which help them and hinder them. 4)  Mentors can provide fresh insights into a situation, process, or business from a different angle. Mentees can learn how to do something for the first time, gain a better understanding of the business, launch new projects, organize the work of a department, and much more. 5)  Mentorships are an engaging way for mentees to learn more about leadership, making decisions, growing businesses, or managing departments. In the long run, the mentee can adopt the mentor’s leadership style, while mentors can use their mentorship experience to improve and practice their leadership skills. 𝐃𝐨 𝐲𝐨𝐮 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐢𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭 𝐚 𝐦𝐞𝐧𝐭𝐨𝐫𝐢𝐧𝐠 𝐩𝐫𝐨𝐠𝐫𝐚𝐦 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧? 𝐋𝐞𝐭’𝐬 𝐡𝐚𝐯𝐞 𝐚 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧. #MeetaMeraki #Mentoringprogram