Corporate Renewal Best Practice

Every organization needs to ensure continuous learning and increasing overall competency. In addition, younger employees are anxious to take on more responsibility, while senior employees are holding off on retirement. Some companies are creating a path for younger employees by moving the seniors aside, but a far better solution is to transition those valued senior employees to new roles where they can still drive results while sharing some accountability and providing mentoring to younger employees as they take on more responsibility.

This capitalizes on the strengths of the seniors and maintains their value to the organization. It also helps advance two key corporate goals:
1. Developing talent, and
2. Retaining the best young talent.

At a time of talent shortages and increased turnover, solutions like this can pay significant dividends.

What are you doing to ensure corporate renewal? Let me know if you have a best practice to share.

Copyright 2017 Bob Legge
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
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Best practice in leadership development and management succession

Like most leaders, you are probably concerned about attracting, cultivating, and retaining good talent. You want to be confident that the right capabilities are on hand now and in the future. And along with that you want to ensure that people are growing, that they will be prepared to take on greater responsibilities and to do it in a way that provides the organization with high value. So what’s the right approach? Best practices include:

  • Defining expectations at each level of leadership
  • Assessing potential using both objective and subjective tools
  • And providing specific guidance on how to prepare for the special requirements for the next level of leadership.

For example, going from an individual contributor role to a first line supervisor is a big step, one that is very different from going from a functional manager to a division manager—each step up has uniquely different requirements. If you’re not differentiating these, then your leadership development is generic and won’t be nearly as productive. Also, generic leadership programs are heavy on theory. To make an impact, these programs need to be pragmatic and focused on delivering the business strategy. Develop an approach and tools that reflect your jobs, your leadership expectations at each level, and your business strategy.