Key Takeaways

• Organizations can identify next-gen leaders by using Harvard Business Review's model that can predict leadership potential through the use of psychological makers such as the cognitive quotient, the drive quotient and the emotional quotient.
• Expectations around CEOs have evolved and there are three key pivots that CEOs are taking to adapt to the current environment, including moving "from driving financial results to creating societal impact." 

• Leaders will be able to hold their teams accountable by holding themselves accountable first. 

Introduction

Selected Findings

How to Spot — and Develop — High-Potential Talent in Your Organization

• Article published by Harvard Business Review on May 26, 2022.
• As organizations struggle to identify future leaders, they often focus on past track records of their candidates. However, this approach only works for roles that are known and where candidates have already demonstrated the characteristics and skills that are required. It does not help in identifying people with potential early in their career or people who are able to do things that they have not done prior, and may lead an organization to miss out on talent that is potentially more valuable. 
• To deal with this problem, Harvard Business Review came up with a model that can predict leadership potential and is grounded in measurable, observable behavior rather than achievements. The psychological makers involved include the cognitive quotient ("how they leverage their intellect"), the drive quotient ("what motivates them and how they apply their energy") and the emotional quotient ("how they interact with those around them").

How CEOs Can Pivot And Adapt To Today's Business Environment

• Article published by Forbes on May 27, 2022.  
• According to the article, amid the recent state of uncertainty, CEOs have had to make shifts in order to ensure continued success in the current business conditions. Expectations around CEOs have evolved and there are three key pivots that CEOs are taking to adapt to the current environment.
• The people aspect has become more important in the CEO role, and it is a common challenge to build a cohesive executive team. CEOs have also had to enhance their communication and listening capacities, and they are now expected to take broader stands on issues where they can make a difference. They have also had to deal with "keeping organizations steady in stormy conditions"
• The following key pivots are required for CEOs to thrive in the current environment: "from building functional excellence to creating executive team alchemy", "from defining strategy to inspiring people", and "from driving financial results to creating societal impact." 

 

Source

 

How Do I Hold My Team Accountable?

• Podcast published by Harvard Business Review on May 16, 2022.  
• In this podcast, Muriel Wilkins, an executive coach, addresses how leaders can lead with more accountability. They need to set and make clear their team's priorities by thinking about the contributions or activities that are unique to their own roles and avoiding redundancy with the rest of the team. There is also a lot of value in the dialogue and discussion around processes and tools.
• Ultimately, leaders will be able to hold their teams accountable by holding themselves accountable first. 

Research Strategy