Organisations are failing on a key metric of success: leadership development. Writing for Harvard Business Review, Claudio Fernández-Aráoz, Andrew Roscoe and Kentaro Aramaki offer an approach to talent development that helps you spot high-potential managers, understand their capacity for growth in key competencies, and give them the support they need to succeed.
THE COST OF FAILING TO DEVELOP LEADERS
Two-thirds of companies invest in programmes to identify high-potential employees, yet less than a quarter of those programmes are a success. At the world’s largest corporations, 30% of new CEOs are hired from the outside. But the problem isn’t a lack of internal talent.