This post is the second of a five-part series on best practices in CEO succession. The purpose of the series is to share some of the insights I’ve gained while helping companies manage the messy, sometimes confusing terrain of CEO succession. My role in the process is first to provide an outside perspective for boards and CEOs on their most talented leaders. Then I help them navigate the transition to the greatest benefit of the company and the individuals involved. Leadership transitions at the top are complex and can get personal, but they also provide a rare opportunity for companies to make a huge difference in their bottom line (in both directions!). Here’s the second question you should ask when trying to get it right.
Tag Archives: strengths and weaknesses
The Tour de France has just finished, and bicycle enthusiasts all across the US are pumped up. Since the race started on July 2nd we have been doing early morning rides everyday with visions of the yellow jersey motivating us up hills (the Tour coverage starts at 5am PDT most days).
For the uninitiated, bicycle races are structured around three specialist skills: climbing, sprinting, and overall speed. Each category has a winner based on who climbs over the most number of peaks first (climbing specialty), who crosses the finish line first the most (sprinters) and who has the lowest overall time after three weeks of hell on two wheels (overall). The structure of the race means that each rider focuses on one strength to the exclusion of the others (a single rider almost can’t win more than one of the competitions). So, for bicyclists it is essential to know what your strength is: can you climb faster than most, sprint faster, or are you just able to endure more pain than anyone else? For a bicyclist, knowing your strengths is essential to winning.