Antoinette Oglethorpe talks to Pip Clarke of a&dc about future-proofing our leaders for a ‘VUCA’ world.
Antoinette Oglethorpe talks to Gregor Thain of Intercontinental Hotels Group about bringing the 70:20:10 model to life.
Last week I had the honour of working with 8 World-Class Talent Development Professionals. I was the Chair of the Leadership Development Track at HR Vision in London and the speakers included: Shannon Banks, HR Director Talent Management, Western Europe Microsoft Pip Clark, Principal Consultant and Director, Assessment & Development Consultants Ltd Louise Brownhill, Chief
A few weeks ago I talked about one of my clients, a growing global organisation who needed to grow the management team with the organisation. Â One of their biggest challenges was retaining talented employees. Paul was one of the senior people I was asked to work with. For a fast-growing organisation, Client Services is a
Developing a leadership pipeline is a challenge for most organisations. Â You need to think through how to develop your high-potential employees. Â Perhaps this post can help. An insight from my own experience Let me start by sharing some of my own experience. You may be surprised to hear that I consider myself fortunate that I
One of the things that increasingly frustrates me is how development professionals have come to make a distinction between coaching someone to develop their leadership skills and coaching someone to manage their career. Typically, we use the term Leadership Coaching to describe a deliberate and personalised process to promote the leadership growth of an individual and
As I mentioned in my last blog post, A Succession Plan isn’t the same as planning for succession. And a Talent Review isn’t enough to retain and develop your future leaders. They are simply the starting point. So, what is the first step you should take once you’ve completed the talent review? Well, step one is
One of the challenges I see often in organisations is that Talent Management focuses heavily on identifying who should be on the succession plan and who is considered a leader of the future. And that’s where it stops. Once the names are slotted into the relevant grids and boxes, nothing happens until the following year when the
In my last blog post “Only 14% of Talent Management Programmes Work.  What Can You Do About It?” I talked about why it’s important to have a joined up approach to succession and talent management that creates a fit between the ambitions of an organisation and its leaders. Let me share a story of why
Did you realise only 14% of Succession Planning and Talent Management Programmes are considered a success? That was the conclusion from a 2009 survey by the American Society for Training and Development (ASTD). Â Frankly, experience tells me things haven’t improved over the last few years. Whatever the figure, there’s plenty of opportunity for improvement. Â Talent
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