How to Tell if Insufficient Pipeline of Future Leaders

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<p><strong>Brighton, Mass. &mdash; May 30</strong><br />Many businesses today look at misguided indicators of future leadership talent. <br /><br />Conforming to the culture and &quot;fit&quot; are most often the highly valued signals followed closely by getting consistently great results.&nbsp;&nbsp; </p><p>And, of course, consistently good scores on the company&#39;s 360 assessment &mdash; often a popularity contents if the measurements aren&#39;t well defined. <br /><br />&quot;There are more leading and predictive indicators throughout an organization that can inform senior leaders of whether they have secured the future of the company well,&quot; said Ron Carucci, author of &quot;Leadership Divided: What Emerging Leaders Need and What You Might Be Missing,&quot; and founding partner with Passages Consulting LLC (where he works with CEOs and senior executives in pursuit of profound organizational change and executive leadership capability).<br /> <br />He said you have an insufficient pipelines of leaders being<br />prepared for future assignments if: </p><ul><li>Every time a new assignment opens up, you have to go to external sources to fill it, or your culture has an inherent distrust of considering internal candidates because external ones &quot;are more talented.&quot;<br /></li></ul><ul><li>People who do make it to senior leaders through a career path often &quot;look and feel&quot; cut from the same bolt of cloth with little evidence of truly diverse thinking and experience.<br /></li></ul><ul><li>Turnover in your director and VP level jobs is unusually low, and turnover at your early-managerial levels is very high.<br /></li></ul><ul><li>People you would want to take on broader assignments are more often than not turning them down when offered, regardless of how many stock options you offer them.<br /></li></ul><ul><li>Your culture has an ethos of &quot;hall passing&quot; managers who get results despite highly destructive behaviors &mdash; and people silently know to &quot;turn a blind eye&quot; when those leaders&#39; behaviors &mdash; an environment in which people will not <strong>want </strong>to be promoted into broader assignments because the unspoken rule is you have to behave like that leader to be successful, and then everyone gets to ignore your behavior.<br /></li></ul><ul><li>Innovative ideas are routinely suffocated and rarely rise to the ears of senior leaders who can resource and prioritize them into action.<br /></li></ul><ul><li>You have highly militant succession planning and executive development processes, but every year, the same names keep appearing on the high-potential slates.<br /></li></ul><ul><li>Underperforming people are rarely fired.</li></ul><ul><li>You are constantly falling short of growth projections, and your analysts and shareholders are starting to become very impatient.</li></ul>

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