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The destination may be the same, but research suggests that the path to the corner office is different in France, Germany, Switzerland, the United Kingdom, and the United States.
Succession planning is an ongoing process—not something you do once or every few years.
Putting substantive mentoring into practice is not easy, nor is it a short-term ad hoc solution. It requires commitment from the board, buy-in and support from the CEO, and careful pairing of board members with rising stars.
The business world is filled with networks in which individuals benefit from one another. Ironically, however, the two parties within every modern corporation who would benefit most from symbiosis— corporate directors and rising star executives—often don’t take advantage of the opportunity.