Thinking Ahead Succession Planning - The Key to future success

"Thinking Ahead"  succession planning enables organizations to takeover new responsibilities in a much faster way and with least disruption in the business activities.	An article highlights four best practices to ensure effective succession planning that can be implemented in any company - Analysis; Development; Selection and Transition. Having a structure in place that carefully engages in those best practices will set the new leaders firmly towards future success. Link to article >
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Learning to Lead

Herminia Ibarra , Professor of Organizational Behavior, and Faculty Director of the INSEAD Leadership Initiative, contests that we learn to lead in relationship, by becoming a part of a community and network of leaders, but what we preach, however, is very different.   Let's draw some inferences by considering a few schools of thought:

Thinking Ahead as a True Leader

The ability to 'think ahead' and plan a strategy, implies keeping in touch with employee opinions, technological advances and market trends that will help shape your vision - to be shared. Leaders, by definition, must have followers that aspire to the leader’s vision. Once you’ve  'thought ahead' into the future, you need to communicate your vision with conviction and confidence, as to inspire, energize and unite your team. A leader must be capable of shaping internal politics that will support performance improvement initiatives. During times of change, uncertainty and fear reign supreme. As a result, leaders confronting strategic and organizational change, have to manage communication effectively. As a leader, you have to portray a compelling vision for the future, while implementing change.  Processes that build a shared vision of the future, create positive coalitions, and allow open expression of competing views will prepare people for the change. Motivating people to peak performance is a must of  leadership. But how can you unleash the full individual emotional commitment and collective potential of your people so that they achieve higher levels of performance? Generating emotional energy and commitment takes time and effort, as to ensure that the right balance between achieving the task, building the team and  sustaining morale.

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