The succession plan that survives the AI cycle
Three questions a chair should be able to answer about every named successor — and where most CHROs are still avoiding the third one.
There are three questions that a chair should be able to answer, in private and in public, about every named successor. The first is mundane: what is this person's record? The second is harder: what is this person's vocabulary for the moments the record does not cover? The third is the one most CHROs are still ducking: what is this person's relationship capital, and who in the room could replace it if they left?
A QUARTERLY LETTER
Four pieces a year. No automation.
A note from the practice four times a year — usually 1,500 words on what is happening in boardrooms that the press is not writing about yet.