• Succession Management—Implementing an Effective Leadership Strategy

    Who will lead your organization next? It’s a perpetual question. Do you have a working succession management plan that will assure you get the best leaders in place on time to meet tomorrow’s business challenges? With PDI, you can be sure that your succession management plan is the right one. For your future.

    Developing a Leadership Pipeline to Meet Continual Succession Needs

    Succession management involves more than just leadership development. To ensure that your organization has strong leaders evolving at all levels of the organization you must:
  • Link HR to your Succession Planning—where assessments and performance management provide key insight into high-potential leader candidates.
  • Actively involve leadership at all levels of your organization—leadership must evolve on a continual basis.
  • Directly connect succession planning to business strategy—assuring your succession planning provides the impact you want on business outcomes and growth planning.
  • Actively develop leader’s skills to embrace tomorrow’s rapidly changing business environment.

With PDI as your Succession Management partner you’ll:

  • Strengthen your existing succession management plan or implement a new one that better suites your needs.
  • Discover how to better match succession planning to business strategy.
  • Link your succession plan to HR.
  • Gain confidence that you have the best plan in place for your organization’s unique leadership needs.
  • Develop the overall quality of your organization’s leadership capacity.

Thought Leadership

Predicting Executive Success: The Intelligence vs. Personality Debate by Dave Heine, Ph.D.

Recent attention has been given to the notion of executive intelligence as a distinguishing trait of successful leaders. While the notion sounds intuitively sensible, the conclusions are overly simplistic, based on weak research (e.g., a sample size of only 35 people), and more importantly, fly in the face of decades of research contradicting the assertion that executive IQ is a superior way to predict success in executive jobs. This is not because cognitive ability is unimportant to such roles, of course. Rather, it is because cognitive ability is not particularly useful in distinguishing candidates from one another given the pool of talent from which executive level leaders are likely to be drawn. In fact, on commonly used measures of cognitive ability, scores do not differ materially across first-line managers, mid-level managers and executives. Read more