Critical Role Assessment

One of the early stages in succession planning is to identify those roles for which you need to ensure a pipeline of talent. For most organisations, having a successor identified and developed for each and every role would be beyond their reach, and not a productive use of HR resources. It is probably the role of all managers to be readying their second-in-command, but, as an HR or OD practitioner,…

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Head Light provides comment in FT article

You may have seen our Head of Business Psychology, Debbie Hance, quoted in the Financial Times on Monday 5 January. She commented on the value that 360-degree feedback can bring by helping organisations identify those who excel in some of the more nurturing aspects of leadership that sometimes go unnoticed. You can read the article on the FT.com website.

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Leadership and Learning Agility

Increasingly we are hearing from organisations that are moving away from highly bespoke, tailored models of leadership effectiveness within their organisations to using generic, cross-sector criteria for assessing their top people, finding talent and developing their pool of leaders. One recurring theme among these generic models is learning agility. This is not a new concept; in their 1985 paper “Leaders: The Strategies for Taking Charge”, Warren Bennis and Burt Nanus…

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