Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts

Thursday, April 16, 2020

Reflections - Are you the Chosen One?


Are you the Chosen One?

King Saul of Israel, dithered. To attack or not to attack. His men too were getting restless at his indecisiveness, seeing the Philistine garrison camp across the valley was ripe for the picking.

God wasn’t answering Saul’s prayers and Prophet Samuel was missing in action. Hence, the status quo.

Meanwhile, his son Jonathan, who was at another location, away from where Saul was, told the young man who bore his armor, “Come, let us go over to the garrison of these uncircumcised; it may be that the LORD will work for us; for nothing can hinder the LORD from saving by many or by few.” 

And his armor-bearer said to him, “Do all that your mind inclines to; behold, I am with you, as is your mind so is mine.” (1 Sam 14:7)

And the men of the garrison hailed Jonathan and his armor-bearer, and said, “Come up to us, and we will show you a thing.” And Jonathan said to his armor-bearer, “Come up after me; for the LORD has given them into the hand of Israel.”

Then Jonathan climbed up on his hands and feet, and his armor-bearer after him. And they (Philistines) fell before Jonathan, and his armor-bearer killed them after him; and that first slaughter, which Jonathan and his armor-bearer made, was of about twenty men within as it were half a furrow’s length in an acre of land. 

And there was a panic in the camp, in the field, and among all the people; the garrison and even the raiders trembled; the earth quaked; and it became a very great panic. (1 Samuel 14:1-16)

Nobody is born a leader. They become a leader when elected or appointed to a leadership position. Some like Jonathan, King Saul’s son, assume leadership, to do what needs to be done; not wait for leadership to be thrust on them.

King Saul, who loved rituals, waited for Prophet Samuel to come, to make the offering to God, to get God’s blessing to attack.

Jonathan, on the other hand, had the confidence in his God, trustingly expressed, “it may be that the LORD will work for us; for nothing can hinder the LORD from saving by many or by few.”

They attacked the camp, just Jonathan and his armor bearer with God on their side. Their uncharacteristic attack threw the Philistine camp into complete panic.

One essential element of being a leader is having followers. Without followers, the 'leader' is only an administrator. To be a leader is something special. Only few can be leaders. They need to be chosen.

Jonathan was blessed with an armor bearer (follower), who spoke like a prophet or like God himself, “Do all that your mind inclines to; behold, I am with you, as is your mind so is mine.” (1 Sam 14:7)

To be a chosen leader you need God’s anointing, for sure. The anointing from God, above everything else, insulates the leader from fear.  The bad stress that fear causes inhibits clear thinking. A mind freed from fear is capable of astounding achievements. A given expectation from a true leader. With God at hand every decision is a blessed one. You will not be prey to deceit. Your ways will be well-ordered.

Saul had the anointing but he did not live up to the merits of the anointing. He did not execute God’s directive. He was afraid of his own people deserting him.  Not a sign of a fearless mind confident of God’s presence in his life. Jonathan had what was missing in Saul. God, however, compensated through Jonathan.

King Saul was appointed by Prophet Samuel who until then was a Seer and Judge over the people of Israel. He had grown old and the people were not impressed with Samuel’s sons, who Samuel had appointed in his place to be Judge over the people. 

The people wanted to be led by a King. That was the case with other nations. Their King fought for their nations against Israel. By their demand for a king, the Israelites were rejecting God as their King, who brought them out of Egypt and from slavery.

God gave Samuel the permission to give the people a king. Samuel wanted to cling to his authority over the people and so appointed a Prophet-led King who would do his bidding.

He picked on Saul who had the personality to be King. Saul was anointed. God’s spirit came upon Saul. It was clearly a compromised situation. It did not go well. Saul failed God by not following the instruction to completely annihilate the Amalekites – every one of them - and not taking any of their possessions. Saul and his people did not obey God neither in spirit nor in letter. (1 Sam 15:15)

The anointing left Saul soon enough (and so his dithering when faced with an important decision). The anointing moved on to a “ruddy’ youth, David, who would become King over a united Judah and Israel and reign for 40 years.

The anointing never left David even though he sinned with Bathsheba (David’s Hittite General’s wife) and ran a census of his people that displeased God. Jesus comes from the line of David through Joseph and Mary, through their paternal lineage going up to King David.

The leader must be endowed with a clarity of mind and purpose and be unstinting in executing God’s given plans.

Abraham Lincoln was one such leader. He governed the United States during the toughest part of American history. He governed with a ‘team of rivals’ who had contested the presidency against him. 

Abraham Lincoln had the anointing. He was clear-eyed about who can help him achieve the aim of his presidency. He inducted his 'rivals' into his cabinet because they were the best he had on hand. He needed the best to achieve his aim of emancipation of slaves; to abolish slavery forever. Like Jonathan, Abraham Lincoln took it that God was with him. He read the Word of God every night and before every important decision. Abraham Lincoln, was emblematic of ‘servant leadership’.

Jesus, of course, stands apart, in ‘servant leadership’ and executing God’s plan. He too created a cabinet of twelve with the most unlikely folks to take his message to the corners of the world. 

Judas, who betrayed Jesus, and committed suicide from remorse, was replaced, by an intellectual and a persecutor of Jesus' followers before his conversion at Damascus.

St. Paul was relentless in taking the message to what we today know as Europe, and to the gentiles, taking Jesus' teaching beyond the Jews to all humanity. 

The fact that he was Roman helped take the message to the seat of the empire, which continues today as the seat of the Roman Catholic church where St Peter's successors govern the church of over a billion believers.

Jesus' short ministry on earth of three years followed a strict two-fold plan or pattern: pray and preach.

We read in Mark 1:35-38 & Luke 4:42-44

Early in the morning, while it was still dark, Jesus got up and slipped out to a solitary place to pray. Simon and his companions went to look for Him, and when they found Him, they said, “Everyone is looking for You!”

But Jesus answered, “Let us go on to the neighboring towns so I can preach there as well, for that is why I have come.” So He went throughout Galilee, preaching in their synagogues and driving out demons.

Even though He was Son of God, He did not seek equality with God, but did what His Father wanted Him to do. 

And, He had a lot to do.

Heal the sick. Feed the multitude. Deliver the possessed. Occasionally, raise the dead to life. Mighty works that overshadowed Jesus' real ministry: to preach ... always preceded by deep prayer to know God's will for the day.

Miracles, frankly, did not take much of Jesus’ time. It just happened.

In Luke 17:14, When (Jesus) saw them (the lepers), he said to them, "Go, show yourselves to the priests." And as they went, they were cleansed”

The woman with the ISSUE OF BLOOD touched the helm of His garment and immediately sensed she was healed. (Luke 8:43-48)

Most times it is Jesus who initiated and willed the healing. Taken aback by the incidence of healing without his explicit doing, Jesus asked who touched him. He appeared visibly weakened as power flowed out of him.

Jesus’ diffidence to perform the miracle at the wedding feast of Cana, His very first, perhaps arose from a sense of unpreparedness to perform the miracle, but more importantly, he sensed or more likely knew that it would trigger His imminent walk on Calvary.

These episodes in the Bible underscore the importance of prayer to strengthen oneself before a performing a miracle (or as a corollary to our own life, praying before undertaking any major task or crucial decision).

This discipline of God's anointing on the decision is so critical when you are operating in a leadership position.

Jesus invested his time on teaching. The miracle happened as and when. As an all-knowing God, He knew that what will get his disciples, you and me, through challenging times is knowing, understanding and adhering to His teachings.

Jesus’ teachings are the most precious words ever spoken with 4000 years of history behind it since Abraham was called to leave his ancestral home and journey to the promise land. Difficult to put a time to the creation of the universe. Jesus words would effectively be that many years old.   

Such is the weight and aura of his teachings that how we receive it and what we do with the teachings we have heard makes a profound difference to what we achieve on earth - especially for leaders - who are put in their positions or assume such positions.

We need to hear the word reverentially, not merely, as a feel-good story. It is not one. Allow it to soak into our senses. When we breathe in deeply, we can feel the breath touching every organ, sinew, muscle and vessel in our body. We must take in the Word of God as with a deep breath. Allow it to touch every part of our senses. And, most importantly, put it into practice consciously. For practice leads to perfection of our spirit with the spirit of god. 

The miracles brought attention to Jesus’ words. His teaching was challenging in His time, and is challenging even now. Knowing and living the Word is hard. It is like doing a Ph.D. It is a lot of hard work – research and coursework. But worth the effort for the singular discovery of the research, to defend it before the jury. 

As you would have to, if ever called before the authorities, to stand up for your belief.

In Daniel 3, we read about the Jewish exiles, Shadrach, Meshach, and Abednego, appointed by King Nebuchadnezzar to the highest positions in Babylonian Empire: to oversee the affairs of the province of Babylon. Along with that exalted responsibility came the demand to bow to the golden statue King Nebuchadnezzar had set up. They declined. They were thrown into a fiery furnace “heated seven times more than it was usually heated”.

The event had a happy ending.

Nebuchadnezzar saw “… four men unbound, walking in the midst of the fire, and they are not hurt; and the appearance of the fourth is like a son of the gods.” His astonishment was such that he “decree(d): Any people, nation, or language that speaks anything against the God of Shadrach, Meshach, and Abednego shall be torn limb from limb, and their houses laid in ruins, for there is no other god who is able to rescue in this way.”

From where comes such faith of Shadrach, Meshach, and Abednego and their devotion to God?

Most who listened to Jesus’ teaching, it was water off ducks back (“building on sand”). It did not stick. Or when it did, it was shaken off. It did not wear well on them. For the teaching hinged on one word, LOVE. God is Love. Love meant sacrifice – of bad habits, ego, fears and possessions – of all attachments. 

Out of our desperation for miracles we are willing to go on a limb and do whatever to obtain it – often straying from the Lord’s teaching itself – going to fortune tellers or those promising healing through witchcraft. Talk about desperation when the Word is not in you.

Why do we seek miracles when we should be seeking The Word? For “In the beginning was The Word. The Word was with God. The Word was God”.

For God to reach us in this cacophonous world is becoming increasingly difficult. The distractions are too many. Wanting to know the Word is a conscious and deliberate decision. It does not happen just like that. God too must have a hand in it. He must choose you. God is selective. Only few are chosen.

Are you one of them?

Life is too chilled for most of us. We have not walked through our ‘valley of darkness’ to desire the “rod, the staff, and the sling of Our Shepherd” to guide and protect us. When the ‘storm’ hits we try to do catch up like the five virgins who ran out of oil when the bridegroom, delayed, but finally showed up. (Matt 25:1-13). Better late than never. 

If admission to Harvard is hard. Imagine admission to God’s Kingdom through the Word of God. Harder. Few qualify. Only grace and merit count.

A graduate from Harvard goes into law, medicine and investment banking. They also become presidents of the most powerful country in the world. 

A graduate from God’s university goes to win soul for His Kingdom. His or her presidency when his or her time is up on earth (I have fought the good fight, I have finished the race, I have kept the faith. 2 Timothy 4:7) is in the most fabulous place in the universe, Heaven, where not mere mortals, but angels will attend to him or her.

Given a choice what would you rather go for your studies and life thereof? And, that’s the hard choice before us, in a manner of speaking. It means giving up on many things that can give you ‘worldly joy’ for the eternal joy.

You may make the choice in a state of euphoria enchanted momentarily by the Word you heard or a miracle in your own life. But, for the decision to really work out you need to be chosen. 

Intent may exist but to choose such a path for yourself has its risks. Commitments are made in a moment of time. Sustaining the commitment is the challenge.  On our own strength it is impossible. We are not made for the rigor of the commitment - the dependence on God for our shelter, clothes and provision; the living in a community and not with our own family, and conversely, the solitariness of mission work. You need God’s anointing to walk faithfully to see your mission (His mission, really) through.  

Of ten who choose the religious path only two make it and one truly lives the vocation.

Are you the one?

Tuesday, December 16, 2014

ITC's journey of transformation

40 years ago... And now: 

The tobacco major's diversification strategy has been fraught with challenges but as the numbers show, its plan to derisk the portfolio was executed successfully
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In the early autumn of 1910, sitting in the narrow confines of his modest office in Radha Bazar Street, Calcutta, it would have been impossible for the lone expatriate manager to even imagine what history would have in store for the company he represented. ITC's journey, over a century, has indeed been one of extraordinary transformation - from a small outpost of an overseas-owned company with a single product to one of India's most valuable and admired multi-dimensional and multi-business enterprises.

Only a handful of enterprises in the world have traversed a 100 year journey and managed to remain contemporary, relevant and competitive. is one such enterprise. In the last four decades, ITC's topline grew from Rs 145 crore in 1970 to over Rs 48,000 crore in 2014, profit after tax soared from Rs 4 crore to cross Rs 8,700 crore and market capitalisation catapulted from around Rs 35 crore to more than Rs 2,75,000 crore. From being a one-product category, ITC's portfolio now spans 20 categories with over 1,500 stock keeping units (SKUs). Today, a network of 100 factories churn out ITC's products, compared to just six units set up in the first 50 odd years. It is indeed a matter of pride that ITC today has a meaningful presence in all the three sectors -agriculture, services and manufacturing.

What has been the driving force behind this transformational journey? Without a doubt, it was a series of visionary who led ITC at different points of time in its history. Interestingly, common to all of them was the deep desire and ambition to develop and sustain ITC as an 'institution' - the organisation's core identity was its primary status as a societal instrument of change. Creating "national value" was as central to this vision as growing "shareholder value". Contribution to enhancing the productivity of the entire value chain and meeting stakeholder expectations was as critical to this vision as maximising capital efficiency and improving returns on deployed resources. This vision, which was a source of personal inspiration for each one of ITC's CEOs, has not only survived over the last four decades, but has evolved into a formidable motivator for the 31,000 employees of the ITC group. A stellar example of "national interest" driving ITC's early is its entry into the hotels and paperboards businesses in the mid-seventies. The potential to generate significant foreign exchange earnings (at a time when India was starved of it) and its multiplier capacity to create large scale employment in the tourism sector were the triggers for ITC's foray into the hotels business. Similarly, the opportunity to contribute substantially to the economic turnaround of a backward region like Bhadrachalam in the then Andhra Pradesh was the prime motivator for ITC's entry into the paper and paperboards businesses.

Equally, these diversifications were backed by sound strategic rationale. Getting into paperboards was a vertical backward integration for its printing and packaging business which by then had already developed a sophisticated technology and skills platform. Likewise, the hotels business was premised on leveraging ITC's deep consumer insights, marketing acumen, engineering skills, and business leadership capabilities. Indeed in the two decades that followed, ITC's innovative battle strategies reshaped the landscape of the Indian hotel industry.
 
 
 


During an era when enterprise strategy was being shaped by the then fashionable concept of unrelated diversification, ITC was embracing a much broader tenet of diversification anchored on its "core competency" of business portfolio management skills. Its earlier diversification into leaf tobacco, printing and packaging, and its subsequent forays into hotels and paperboards had led to the internal conviction that leadership in the management of the "portfolio" would be the key success factor.

Accordingly, an appropriate organisational framework of divisionalisation and related management and governance processes were painstakingly put in place. ITC's performance measurement processes backed by an elaborate management accounting system for assessing independent "investment centres" were breakthroughs in organisational design and financial management in the late seventies. ITC's belief that strength of capital and the scale of operations across product-market arenas would provide unique competitive advantages was perhaps ahead of its time. In fact, this conviction would be validated decades later by contemporary management theory that conglomerates in developing economies such as India create incremental value by filling "institutional voids". ITC, of course, has dramatically stretched this theory to address deficiencies in the entire value chain it operates in. Its celebrated is a case in point.

The decade from the mid-eighties to the mid-nineties witnessed feverish execution of this strategy under two successive CEOs, JN Sapru and KL Chugh. ITC entered the financial services business and set up Ltd. Almost simultaneously it entered the edible oils business and set upLtd. During this period, the hotels business took its iconic restaurant Bukhara beyond the shores of India. ITC acquired the specialty papers company Tribeni Tissues Ltd. Aspiring to become an international trading house along the lines of a Japanese sogo shosha, ITC Global Holdings Pte. Ltd was set up in Singapore.

No strategy is fail proof. "A man for all seasons" is a myth in management. ITC was no exception. It ran into turbulence after two decades of diversification. When the current chairman assumed office in 1996, ITC was experiencing an unenviable mix of challenges: its core cigarette business had just been slapped with a retrospective excise duty demand of Rs 803 crore; its weak diversification performance was facing severe criticism. To compound matters, a battle for control of the company had ensued amidst a huge public smear campaign that significantly damaged its reputation. Also India had just entered a phase of liberalisation, drastically changing the country's competitive landscape. Responding to the challenging context of old burdens and emerging opportunities, Deveshwar embarked on a purposeful journey to restructure the company. The new team stood steadfast in its resolve to preserve ITC's Indian identity. Deveshwar articulated an inspiring vision - to transform the company into an engine of growth for the Indian economy and reward shareholders by creating growing value. He spelt out the "Vision-Values-Vitality" framework of the triple bottom line strategy that would simultaneously build economic, ecological and social capital for the nation.

ITC restructured its portfolio of businesses based on the strategic fit between market opportunities and its core capabilities. The greatest challenge was to enable the various businesses make the transition from competing in a relatively protected environment to winning in an intensely competitive and rapidly globalising market. This called for a paradigm shift with a new focus - acquiring international competitiveness in cost and quality in each of ITC's businesses through substantial investments in technology, processes, innovation and brands, supported by a strategy of organisation based on the governance principle of distributed leadership.

Recognising that ITC was perhaps not well positioned to create long-term value in businesses such as edible oils and financial services, an exit from these businesses was executed in 1998. In what was one of the most volatile periods in the company's history, huge financial outlays were incurred to wind up Classic Finance and make a pre-deposit in the excise duty case for the period 1983-87. Subsequently, with the winning of several legal cases, ITC's stand was vindicated, marking a critical phase in the rebuilding of its reputation. The paperboards business was merged with ITC, infusing it with new life. Substantial investments were made in an extensive R&D programme to develop high yielding, hardy and disease resistant clonal saplings to secure its need for high quality fibre. Small farmers and poor tribals with private wastelands were mobilised to grow these trees. This was a more difficult path compared to the easy option of importing pulp in an almost zero-duty regime. This strategy has not only contributed in greening over 1,60,000 hectare but created more than 70 million person days of employment. Most importantly, the paperboards business stands transformed into a clear industry leader - profitable and environmentally responsible.

The hotels business was also folded back into ITC in 2004. ITC today operates more than a 100 hotels in four categories. ITC Hotels pioneered the concept of 'responsible luxury', becoming the greenest luxury hotel chain in the world with all its super-premium hotels. Driven by the aspiration to become the country's No.1 FMCG company, ITC has created a bouquet of world-class Indian brands that are popular household names today. Its vibrant portfolio includes brands such as Aashirvaad, Sunfeast, Bingo!, Yippee!, Kitchens of India, Fiama, Vivel, Engage, Wills Lifestyle, Mangaldeep and Aim, to name a few. These new consumer brands currently represent an annualised consumer spend of over Rs 10,000 crore. ITC also entered the IT space through its wholly owned subsidiary ITC Infotech. Today, it is one of the fastest growing mid-tier IT companies in India.

ITC has also made significant investments in setting up the world-class ITC Life Sciences & Technology Centre in Bengaluru to create the "products of tomorrow". ITC transformational journey has been enriched with its success in creating large-scale societal value. Today, ITC creates livelihoods for around 6 million people. Its revolutionary e-Choupal, has benefited over 4 million farmers. The company's sustainability programme includes large-scale watershed development, social forestry, animal husbandry, women's empowerment and primary education which have significantly impacted lives in rural India. Nearly 40 per cent of ITC's energy consumption comes from renewable sources and several of its properties have achieved the highest levels of LEED certification.

K Vaidyanath
non-executive director, ITC LTd

The leadership management strategy should become a 'national' issue

The leadership management strategy should become a 'national' issue: Karen Greenbaum & Peter Felix

Interview with President & CEO, outgoing President, Association of Executive Search Consultants
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That is because a lot of the top talent of developing markets is outside. To move the economy forward, the government has to get back its talent, Karen Greenbaum & Peter Felixtell Abhilasha Ojha

How big is the potential of the executive search business for developing markets such as India?

Peter Felix: There is a tremendous demand for professionalised executive search firms. We sense the need simply because there is tremendous shortage of top management talent even as the demand to manage global businesses increases. India is a growing market and generally speaking, ever since the economy revival started, the search market has exploded. In fact, it is at its all-time peak. There's a demographic shift and companies are competing for talent all over the world, a reason why proactive recruitment is so essential.

Karen Greenbaum: When you look at the business of executive search firms, there is no barrier to entry. Everyone can do that but with businesses all over the world getting a more professionalised complexion, even the search (especially for top management leaders) has to be professionalised, ethical, complete with guidelines and meet qualifications of quality standards. At AESC (Association of Executive Search Consultants), which is a worldwide association for the retained executive search and leadership consulting industry, we promote the highest professional standards in retained executive search and leadership consulting through its industry recognised Code of Ethics and Professional Practice Guidelines. In markets like India, bringing in the right leadership is important; it is not about bargaining, it is about finding the right person, it is about sensitivity in the boardroom vis-a-vis genders and building diversity in thought leadership.
 
 
 


Executive search is a $11 billion business worldwide; India is less than $100 million. So when we look at India, the need to have top search firms that can actually understand the needs and requirements of the boardrooms is important. Why should companies look at search firms? Simply because markets like India are providing ample opportunities and good search firms are sensing the need that companies want to look at best practices not just to build and grow organisations but also while hiring for such organisations.

AESC looks at leadership consulting as well. What are the challenges in leadership management globally - including both developed and developing markets?

PF: The leadership management requirements today, compared to a decade ago, are different. Today's leaders need to be able to manage uncertainty, they need to be interdependent, they need to be able to grasp nuances about different markets and economies and should manage to comprehend world views. Leaders need to be excellent communicators particularly in today's business environment where there's so much conversation happening on the social media. The way public companies are exposed to various media platforms, leaders need to manage quite a lot. In a market like India, leadership requirements and training are trickier because of the demographic shift. The urgent need is to have young leaders who can be swiftly trained and cover experience in 20 years what, perhaps, a CEO, manages in 30-40 years. With a majority of employees being young, it means that they will reach the leadership milestone when they are younger than, say, their developed market CEO counterpart.

Additionally, the leadership management strategy should become a 'national' issue/strategy simply because a lot of the top talent of a developing market like India, ironically, is outside of the country. You need to be able to attract this talent back in the country. If the government wants to move the economy forward, it has to get back its talent.

KG: A good way to identify leadership issues in a company is to look closely at the boardroom members. You need to pause and see if the diversity is reflecting; we are not just talking about gender here, we are talking specifics. For example, if you spot a gap in leadership in the organisation, understand why you didn't ask relevant questions: What are the specific requirements you need to address in the boardroom? What's the gender representation like? Why do you need, for instance, a non-Indian, Asian male in a particular leadership position? Do you have a leader who connects well with the customer? Your leaders have to reflect the vision of the company - so is your boardroom a place where enough innovation and global strategy is taking place? This is where leadership consulting, management and training come in so people can start taking the roles seriously and show results within the first year itself.

Do corporates lack sensitivity in addressing issues specifically related to women?

KG: Surveys show that there should be at least three women in the boardroom of companies. Thankfully, some companies realise that they don't need just a woman 'relative' to tick the diversity box but they need genuinely talented leaders who happen to be women. Many companies are building leaders from within organisations who are women and others are hiring talented women leaders from outside for their company's growth. Having women leaders along with male CEOs leads to more diversity… the real success will come when issues like work and home flexibility, balancing home and office etc become 'people' issues, not 'women' centric issues. So, it won't be about special treatment given to a 'woman' employee, it will be an issue to address an employee. I know some firms have created opportunities to stay connected even when women employees go on maternity leaves or take a break… an increasing number of firms are genuinely valuing employees, wanting them back in the company, a reason why they stay connected and create ways for them to work flexibly, even train them to be future leaders. Eventually, companies should not lose out on human talent, they should allow them opportunities to return. It is not just about the turnover cost and the replacement cost; the cost of training employees over the years is huge and simply turning away from employees means you throw away all that experience.

Should companies develop leaders organically or can they be hired from outside?

KG: Companies should do both. Thinking that you can develop leaders organically won't always help especially if you want to grow rapidly. Also, the way you do it needs extra attention in that people internally should not think of it as a bad move. Fresh thinking can emerge from hiring people from the outside. Also, succession planning should be at all levels and be made a part of the culture in a company.

PF: You are dictated by the situation of the company. GE is a good example in succession planning because the company is training not one but several potential successors at the same time. There is a war for talent and companies can be coaching their best talent even as they seek to hire people from outside in leadership positions. It is an integrated process. Colgate Palmolive is thoughtful in planning leaders with a complete professional development programme that includes training, career development tools, coaching and feedback processes. A good 'leadership development' company is one that actually makes a provision for its future leaders to get hired by competition. So even as you build loyalty, build culture, a provision that your best human talent can sometimes get hired by someone else, can make the succession planning more realistic and even better.


PEOPLE PLANNERS
  • Karen B. Greenbaum is CEO of (AESC), the worldwide professional association for the retained executive search and leadership consulting profession. She has served as president and COO of Mercer Consulting/MMC
  • Agenda, a Financial Times publication for board members recently named her one of 100 top board candidates in the country to sit on compensation committees
  • Peter M. Felix has been President of the AESC since 1998. From 1984 to 1994, Felix served the British-American Chamber of Commerce in New York and London as director, president, and chief executive officer