Our company soon must replace a number of senior-level boomers nearing retirement. How do we develop younger high potentials to take over as senior executives? Does it take a different approach than we used in years past?
— Our Future Is Our Past, senior organizational development officer, financial services, Gaithersburg, Maryland
Leaders' their vision begins with the organization’s overall mission and the values that will drive how team members work, treat one another and serve their markets or consumers year after year.
Our leadership team is looking at several managers for potential promotion. All the candidates are good, but we can only promote one. There isn’t a great deal to separate them — each person has assets and deficits. Since the margin of difference is small, what can we do to make sure we make the right choice? — Talent Scout, director of development, electronics, Scottsdale, Arizona
The average age of our workforce is 48 years. We'd like to develop a strategy to prepare for the aging of our workforce, but what's really the most effective thing we should do? Who should be involved or giving input? We know we need to do something, but we aren't sure what's going to be effective. And we don't think we can “hire” our way out of it.
—Not Getting Any Younger, manager human resources, financial services, Amsterdam, New York
How does management style affect someone’s ability to lead? We’re wondering if we should promote people with certain styles of leadership (autocratic, democratic, laissez-faire).
—Always in Style, office coordinator, government, Washington, D.C.
We've completed our skills gap analysis and competency profile - but we can't find enough good candidates in the job market who have the right skills. Now that we have all this information, where do we go from here?
— Only Half the Problem, HR consultant, Nairobi