Workplace 101: A Profiles Global Business Blog

Succession planning is often misunderstood or undervalued in the workplace. A research poll from SHRM found that only 23 percent of organizations have a formal succession plan and 38 percent have some informal planning in place. These numbers are low compared to just how important succession planning is to an organization’s success. The research also found that larger organizations (with 2,500 employees or more) are much more likely to have succession plans.

Researched and Edited by Jeffrey Meyers

If you’re a baseball fan, then you’re likely very excited at this time of year. Pitchers and catchers have reported to their team’s spring training facilities to prepare for the coming 6-month season, and position players are starting full-blown practices and workouts. Before long, exhibition games will give way to the official opening day in April. If there’s a central theme for Spring Training, it’s talent management.

Everyone knows the story of Ebenezer Scrooge, the famous character in Charles Dickens’ A Christmas Carol, who defined stingy and had the coldest of hearts. This classic holiday tale is not only entertaining, but it is a parable that can teach us quite a bit about ourselves and how we conduct our personal and professional lives.

According to research from the Corporate Executive Board, 40% of internal job moves made by people identified by their companies as "high potentials" end in failure. Many organizations make the mistake of looking simply at ability when assessing an employee for a management job. Think of the hot-shot sales rep or the genius software engineer. It is incredible how often high producing individuals get promoted into management jobs that require a totally different mindset to be successful.

Understanding the difference between the role of a "manager" and a "leader" is crucial to maximizing the potential of your people. A manager's job is to plan, organize and coordinate. A leader's job is to inspire and motivate. Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. So, what can organizations do to help good managers become better leaders?

Are Executive Blind Spots To Blame?

Customer loyalty is being put to the test at Netflix. Driven by internal reorganization and changing technology, the company is making bold moves at the expense of their customers. Could executive blind spots be part of the cause?