Where will the next bright minds in your organization come from? Or to put it a better way—you already have bright minds in your organization, but how will you help them achieve their full potential?
Survey after survey seems to suggest that leaders won't, or won't very often. The latest one comes from the training firm TalentLMS, which surveyed 600 U.S. managers last fall, and found that “45 percent…say their company isn’t doing enough to develop future leaders."
When I explored this in the context of association CEO succession last summer, a major roadblock to talent development was an unwillingness to face the prospect of change head-on, combined with the need to address more immediate challenges. With all sorts of economic and political disruptions challenging associations at the moment, succession planning can be easy to neglect. But as one observer put it in a 2024 Heidrick & Struggles study, succession planning is a form of risk management, and now is the time to double down on that.
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