How do you get ready for a job that’s like no other?

This is the question I’ve faced time and again in my 20+ years of doing succession planning and development work.

There is potentially no greater challenge in the business world than stepping into a top job. This is, in part, because it’s really hard to get ready without doing the job, and also because there’s an unofficial veil of confidentiality around so many of the decisions that senior leaders make that obscures what the job really is and what the real challenges are.

Organizations struggle on a structural level as well. They often feel a need to do a good deal of the succession work in the shadows, so they don’t devalue those who aren’t at the top of the succession list.  Many companies find it hard to commit the necessary time to the process, and often, their pool of candidates is not diverse enough.

Many of those who become leaders of their company find the transition more challenging than they expect. In spite of concentrating on getting the job, it’s common to find that their perspective on the company is just slightly off the mark. While an adjustment period natural, with the stakes so high, it’s worth ensuring the onboarding goes smoothly.

That’s what the Leadership Collective is for.

In my experience working with those who lead companies and those they are getting ready for succession, the recipe comes down to some combination of these factors:

• Time

• Honest input from executives about the role

• A place for succession candidates to be honest about what they don’t know

• Tools to bolster their on-the-job skills and experience

• Jobs that challenge and grow personal and professional skills

Most companies overdo the last, piling on high pressure, high impact, and high visibility assignments as a way to both test and grow their future leaders. We find the companies that do the best job in preparing future leaders find a way to balance all of these ingredients, rather than relying on the deep end of the pool to teach a leader what they need to know.

The year-long Leadership Collective is just the right complement to the development work done inside the company. The assessment and meetings are facilitated by Stan McCarthy, Board Chair of Ryanair, and me. The group meetings bring participating executives around the table with board members from large, sophisticated companies like Caterpillar, NY Life, BCG for intimate discussions about the realities of leading large companies. Equipped with these insights, the participants create their vision and plan with the support and advice from their fellow participants.

Each group to go through this program is carefully selected for maximum impact. During the year they work together, members will support each other’s development and growth. Members also gain a vastly expanded and close-knit network that they can turn to in their years as senior executives.

Each session hinges on a critical leadership topic facilitated by me, overseen by Stan, and supported by visiting leaders (CEOs, CFOs, Board members, etc.) who have a point of view on what it means to lead a company. Our visiting leaders share their stories and lessons learned about what it really means to lead a large, complex organization. 

Stan and I are excited about bringing the Leadership Collective to you. Keep scrolling to learn more about the program, see what companies have shaped the knowledge of our speakers and advisors, and review a sample agenda.

If you know someone who would be a good fit for the program, drop me a line.

Sincerely,

John Philbin

john@spectacularatwork.com