May 2016

It's hard to believe we are in the second quarter of 2016.   
In our CMP newsletters we try to provide content that supports our clients' current issues and objectives.  For most of our clients, there is an increasing focus on developing leaders.  For many companies it has become a Board imperative as they realize that shorter and longer-term business results may be constrained if the right leadership is not in place.  To address this talent imperative, each company needs to address the who, how and what of talent development.  The three articles below draw from our experience to address these three fundamental questions:
  1. Identify - who should be your future leaders?
  2. Build - how do leaders really develop?
  3. Manage - what are the practices of effective talent management?
Also, take a look at What's New for information on a one-hour web course to address these three questions.  This web course is being offered in partnership with Business 21 Publishing. 
I truly hope you find this content helpful.  And, as always, we welcome your insights and feedback.
Much Regards,
Joe Frodsham

Identify: Who will be our future leaders?
Every organization has a clear need to develop future leaders - the longer-term viability of the business requires it.  And, your strongest talent may leave if they aren't being challenged, developed and don't see a compelling career path. Read More.

Build: How do leaders really develop?

Succession planning is not solely about critical roles that need to be filled. It's about the successful development of high potentials in terms of functional competencies, leadership competencies, and navigating the company culture.   Read More.

Manage: What are the practices of effective talent management?

In the article, Best in Class Succession Management: Who will take the Baton written by Aon Hewitt, it stated " In a recent benchmarking survey conducted by the Conference Board, 44% of companies reported that developing top talent to support their organizational goals was the greatest challenge they would face in the next 12 months. Read More.

What's New?

CMP partners with Business 21 Publishing to host a web course on May 10th  at 12pm CST

Succession Planning: Best practices for identifying and developing your next leaders

Click Here to Sign Up 

In a study of more than 400 senior-level corporate executives, 55 percent said their company's performance is likely to suffer in the near future due to insufficient leadership talent.
Is there a leadership crisis? Unlikely. The real crisis is that organizations of all sizes are failing to identify high-potential employees and prepare them to move into leadership roles at the right time.
Succession planning isn't just an "HR program" or a nice thing to do for your employees. It's mission-critical for growing and sustaining a healthy business.
Most organizations have well-oiled procedures for finding "replacements." But there's a big difference between a replacement and a successor. When an important leader leaves, having an already groomed successor can make the difference between a smooth transition and a major roadblock in your company's growth and success.
And we're not just talking about c-level executives. Think about each high-impact leader in your organization across all levels. Now imagine that one of them leaves the office tonight and never comes back. If you can't name a specific person who is already prepared to step into the role tomorrow, you're gambling with your company's future. 
In this webinar, leadership expert Joe Frodsham will outline tools and best practices for identifying and transforming high-potentials into high-performing leaders. In this webinar, you will learn:
  • How to identify leadership potential using the "4C" model to measure probability of success in future leadership roles
  • The unique attributes and capabilities that future leaders of your company will need
  • The 8 core experiences required to transform a high-potential employee into a highly successful leader.
  • Why focusing on "leader-centric" development often has an immediate positive impact on the bottom line.
  • Strategies for motivating current leaders to participate in the development and mentoring of their eventual successors
  • A blueprint for building a succession planning program across the entire enterprise.  
CERTIFICATION: This program has been approved for 1.0 recertification credit hours through the HR Certification Institute (HRCI) & Society for Human Resource Management (SHRM).

Joe Frodsham
Career Management Partners