In the past, senior employees or HR leaders had the time to train and advise employees at each level of management, and developing talent was the mission of the entire organization. But more recently, many firms do not have the luxury of implementing long-term programs and internal training is becoming increasingly challenging, making it all the more vital to seek the external expertise of specialists to develop and execute effective training programs.
When hiring leaders from other companies, it is critical to determine if the individual has adjusted to the new corporate culture in the first three to six months. This adjustment period will be the key to his/her future success in the organization. Currently there are very few resources to support this adjustment period and awareness of its importance is lacking, resulting in opportunity losses.
Will you entrust critical organizational reform to an internal leader or hire from the outside? How do you go about preparing for this decision? There are many environmental elements to consider. Succession planning is always a complex challenge for any firm.
Conducting a fair and objective review in the selection process when promoting managers to executive level management is very important. Internal assessment must be augmented with comparative analysis of similar level leaders in other firms. Objective leadership assessment is more critical than ever.
On the other hand, self-awareness is the key consideration when an executive manager leaves the company or when supporting their career move. To achieve a successful transition, the individual must “reform their self-awareness.” It takes years of experience and insight to be able to provide effective support in this area. Having interacted with business leaders and top-level management at numerous firms, Koichi can provide the necessary counseling to facilitate this “reform of self-awareness” not only as an advisor, but as a partner.