Let’s face it — no one stays in the same seat forever. Leaders retire, move on, or sometimes make a sudden career change that surprises everyone. That’s where succession planning comes in. 

A smart, forward-thinking succession plan ensures that when someone steps down, someone else is ready to step up — without missing a beat. It keeps the momentum going, protects hard-earned progress, and sends a strong message to your team: We believe in growing from within.

Done well, succession planning ensures your organization is prepared — not just to survive leadership transitions, but to thrive through them. It helps you retain top talent, allocate development resources efficiently, and demonstrate a commitment to long-term growth.

Here are the four key steps for succession planning:

• Identify critical roles and competencies : Go beyond titles and think about impact. Which roles are essential to your organization’s success? What technical skills and leadership behaviors are necessary to thrive in those positions? Clarifying these competencies helps you define the kind of leadership your organization needs to succeed.
• Create targeted development plans : Once you’ve identified high-potential individuals, tailor growth opportunities to bridge their current capabilities with future leadership needs. This can include mentorship, cross-functional projects, leadership coaching, or stretch assignments. Aligning development plans with both individual career aspirations and organizational goals boosts motivation and ensures your bench strength is both deep and strategic.
• Communicate transparently : Letting team members know they’re being considered for future leadership isn’t just a morale booster — it’s a retention strategy. When employees feel seen and supported, they’re more likely to stay engaged and committed. Encourage open dialogue about career paths, readiness expectations, and the timelines for progression. Transparency builds a culture of trust and clarity.
• Track progress and refine your approach : Effective succession planning is dynamic, not static. Regularly revisit your plans, check in on development goals, and adjust based on performance, feedback, and evolving business needs. Use measurable outcomes — such as readiness assessments, promotion rates, or engagement surveys — to gauge effectiveness.

Companies that prioritize this work today will be better positioned to lead tomorrow. Leadership transitions aren’t a matter of if, but a matter of when.

If your organization is ready to take the next step in building a resilient leadership pipeline, explore PeopleThink’s Keep it Real Leadership Program. It’s designed to help you identify and grow the leaders of tomorrow—today. Let’s future-proof your team together.

Till the next time, keep it real.

Karen

The post Who’s Next? Why Succession Planning Deserves a Seat at the Table appeared first on PeopleThink.

Each generation brings its own particular strengths and “peculiarities” to the team. Stereotypes abound in today’s workplaces, and leaders struggle to determine how best to engage and retain team members from these five age groups.

I personally think it’s simple: value the differences.

As Stephen Covey said, “Strength lies in differences, not in similarities.”

Recognize that each individual brings to the workplace different experiences, knowledge, belief systems, ideas, skills, communication styles, fears, hopes, and dreams. No matter the age or generation, there are differences.

With that in mind, here are my tips for managing and working effectively on a multi-generational team.

• Focus on the VALUE each generation brings to the workplace. Respect the experience of older team members while also valuing the fresh perspectives that younger team members bring. Remember that it’s about talent…not age…
• Acknowledge and embrace the DIVERSITY of the generations. Celebrate birthdays, milestones, and achievements to build a sense of camaraderie and teamwork. Take the time to learn about the characteristics and tendencies of different age groups (Baby Boomers, Gen X, Millennials, Gen Z, etc.) to understand their perspectives better.
• Use multiple communication streams to address each person’s style. Recognize that different generations may have varying work styles. Some may prefer face-to-face meetings, while others might be more comfortable with virtual communication. Be flexible and adaptable in accommodating these preferences.
• Learn from the other generations on your team. Create opportunities for team members of different ages to work together. Encourage cross-mentoring, where older employees share their knowledge and younger employees offer insights into new technologies and trends. This can help bridge generation gaps and foster a sense of unity within the team.
• Promote open communication. Create an environment where team members feel comfortable sharing their thoughts and ideas. Encourage open dialogue that respects each person’s viewpoint, regardless of age.
• Keep learning. Each generation has its own values, communication preferences, and work habits. Be open to continuously learning about generational trends and adapting your leadership approach accordingly. What works well today might need adjustments in the future.

Leading a team with people of different ages can be both rewarding and challenging. Remember, effective leadership involves understanding and respecting individual differences while fostering a cohesive and collaborative team environment. By embracing these tips, you can lead a multi-generational team to success.

Till the next time, keep it real.

Karen

The post Valuing Generational Differences appeared first on PeopleThink.

The goal is to find individuals with the right mindset, work ethic, and potential to learn and grow within the organization. So, when hiring, look for the right attitude because that will help create a positive work environment and overall organizational success. Once onboarded, you can invest in your team’s training and development to equip them with the necessary skills and knowledge to excel in their roles.

This approach has several advantages:

• Cultural Fit: Candidates with the right attitude and values are more likely to align with the company’s culture and contribute positively to the work environment.
• Adaptability: Individuals with a strong learning mindset are often more adaptable and can acquire new skills and knowledge quickly as the business landscape evolves.
• Long-Term Potential: Hiring based on attitude can lead to long-term employee retention, as these individuals are likely to be motivated, engaged, and committed to personal and professional growth within the organization.

Here are a few tips on how to adjust your hiring strategy:

1. Rethink how you develop job descriptions and attract the right people for the positions within our organizations. Include the soft skills that will help the candidate succeed in the role, in addition to the technical skills.
2. In the interview process, train your hiring managers to ask well-thought-out behavioral questions to determine whether the candidate has the personal qualities and interpersonal skills needed for the job and to be a contributing team member.
3. Create a culture where the “soft skills” are valued as much or more than the “hard skills.” Review your learning and development strategy to ensure employees have opportunities to build their capabilities in problem-solving, innovation, emotional intelligence, and other competencies that will help them succeed. Promote people to leadership roles that demonstrate the personal qualities that will set the bar for the organization in creating the workforce for the future.

When implementing this philosophy, it’s essential to have a robust training and development program in place to ensure that employees have access to the resources and support they need to acquire the skills and knowledge required for their roles. Remember to strike a balance between attitude and necessary skills. Some roles may require a certain level of expertise or technical proficiency that cannot be easily trained from scratch and, therefore, still need employers to check for skill levels.

Lastly, with PeopleThink’s Keep It Real Leadership program, you can access the right leadership training! Ongoing feedback and coaching will help nurture the desired attitudes and behaviors within the organization.

Till the next time, keep it real.

Karen

The post Hire for Attitude! appeared first on PeopleThink.

Compare this to an individual with good (not excellent) technical skills and exceptional Emotional Intelligence to soar in their new role.

People with emotional intelligence are able to quickly build rapport and connect with others. They have the self-awareness to know how they’re going to respond in certain situations and can self-manage to direct their behavior positively. They can disagree without being disrespectful. They have empathy.

But what exactly is emotional intelligence?

Emotional Intelligence, as defined by expert psychologist Dr. Daniel Goleman, is the capacity for:

1. Being able to identify and acknowledge your feelings
2. Regulating your emotions
3. Self-motivation
4. Understanding and identifying the emotions of others
5. Navigating relationships with consideration of others’ feelings

Cultivating emotional intelligence can greatly enhance your ability to understand and manage your own emotions, as well as effectively navigate social interactions.

Here are some tips to help you develop and cultivate emotional intelligence:

1. Increase self-awareness: Pay attention to your own emotions, thoughts, and reactions. Reflect on what triggers certain emotions and how they impact your behavior. This self-awareness is the foundation of emotional intelligence.
2. Practice empathy: Put yourself in your employees shoes and try to understand their perspectives and emotions. Actively listen to them, show genuine interest, and validate their feelings. Empathy allows for better understanding and connection with others.
3. Develop emotional regulation: Learn to manage and regulate your emotions effectively. This involves recognizing and understanding your emotions, as well as finding healthy ways to express and cope with them. Techniques such as deep breathing, mindfulness, and self-reflection can be helpful.
4. Improve communication skills: Effective communication is essential for emotional intelligence. Practice active listening, ask clarifying questions, and express your thoughts and emotions clearly and respectfully. Pay attention to non-verbal cues and adapt your communication style to different individuals and situations.
5. Enhance social awareness: Pay attention to the emotions and needs of your employees in situations. Observe non-verbal cues, listen actively, and be aware of the dynamics at play. This awareness allows you to respond appropriately and support others effectively.
6. Develop relationship management skills: Build and maintain positive relationships by cultivating trust, effective communication, and mutual understanding. Be open to feedback and work on resolving conflicts in a constructive and respectful manner. Foster collaboration and create a supportive environment.
7. Practice emotional resilience: Develop the ability to bounce back from setbacks and adversity. Cultivate a positive mindset, practice self-care, and seek support when needed. Resilience enables you to navigate challenges and maintain emotional well-being.
8. Continuous learning and reflection: Emotional intelligence is a lifelong journey. Continuously seek opportunities to learn, reflect, and grow. Read books, attend workshops, and engage in activities that promote self-awareness and emotional intelligence.

Remember, developing emotional intelligence takes time and practice. Be patient with yourself and celebrate small victories along the way.

Till the next time, keep it real.
Karen

The post Emotional Intelligence: The Key to Becoming a Good Leader appeared first on PeopleThink.

A recent Forbes article explains how high-trust work environments enable team members to feel valued, heard, and capable of doing their best work.

Here are my tips for establishing trust:

Be willing to put in the work. Know that trust takes time to build and must be earned. Don’t expect people to trust you just because you are now their leader. Be sure that your actions align with your words and that you tell the truth. Always. Remember that trust can be easily broken and is very difficult to repair.

Communicate honestly. Communicate clearly and regularly. Share as much as you can, especially about business information that may impact the team or their work. Listen. Ask for feedback, ideas, solutions. Model open, honest and respectful communication so the team will mirror that among themselves.

Be accountable. Do what you say you are going to do. Be sure everyone clearly understands expectations and the impact of not meeting those expectations. Challenge your team to higher performance goals and establish an environment where they hold themselves – and each other – accountable for results.  Include regular progress reports, open sharing of mistakes and lessons learned, and team discussions on how to move through roadblocks.

Be consistent. Don’t keep changing the rules or make rules apply to some and not to others. When something changes, explain why and encourage a dialogue around it. Oh, and did I say, “listen”?

Model the behavior. To earn trust, you must show trust. Set clear goals and expectations and then trust your team to do what they were hired to do.  When something goes wrong, get all the facts before drawing a conclusion. Respond in a constructive, consistent way.

Be truthful. Always. Trust is the key ingredient to all successful relationships. Tell the truth. As my dad used to say, “One lie leads to another, and before you know it, you’ve forgotten the first lie you told.”

“Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don’t; rather, trust is a pragmatic, tangible, actionable asset that you can create.” – Stephen Covey

Till next time, keep it real.

Karen

The post Trust in the Workplace  appeared first on PeopleThink.

If this applies to you, I highly recommend that before you start your search for a new opportunity you set aside some time to TAKE INVENTORY.

This means getting clear about who you are and what you want so YOU control your career rather than it controlling you. Think about what you bring to the table, what you like and don’t like, and what would be a fulfilling “next step.” Here are some areas to consider:

Skills. What are the skills and competencies that have helped you succeed in your career so far? Which of them are transferable skills that will help you contribute regardless of industry or position? Write them all down.

Values. What are the things you MUST have in a company, a position, a leader to be happy and do your best? What motivates you?

Natural talents. What are those innate abilities that keep coming up in compliments and performance reviews? “You’re a natural at…” Fill in the blank.

Interests. What do you like to do? Think large on this one. You never know when an interest you haven’t really focused on so far may lead to a new opportunity…

Job Satisfiers. Or, as I like to call them, “the good, the bad, and the ugly.” What are the factors that have made your past work situations rewarding (the good), boring or frustrating (the bad) or something you never want to repeat (the ugly)?

Barriers. Here’s where you really need to keep it real. What are those internal blocks that have kept you from being all you want to be? Write ‘em down. Recognizing them is the first step in eliminating them.

Key accomplishments. Think back over your career and other areas of your life. What have you done that made a difference for your team, your department, your company, your community?

Salary requirements. In today’s job market, this is often one of the first questions asked, so it’s good to start thinking about this early. Consider what your basic expectations are and then, when you’ve determined your target market, do some research to validate your expectations.

Completing these inventories will take some time.  However, you will be amazed at how much you’ll learn about yourself, and how the resulting personal career snapshot will guide you to “what’s next.”

And make sure that what you’ve learned in this process comes through in your personal marketing (aka resume) and serves as a lens as you evaluate opportunities.

If you are thinking “what’s next” for you is a leadership role, check out our Keep it Real Leadership resources and interviews.

Whatever you do, don’t stop believin’.

Till next time, keep it real.

Karen

The post Looking for a New Opportunity? Start Here! appeared first on PeopleThink.

Maybe one of those workers is you. Before you take the leap, let me just say: Hold on a minute.

Although with the current talent shortage there are many opportunities, especially for experienced leaders, you still need to do the work to find the opportunity that’s right for you. Here are some tips for getting it done.

STEP 1: Take inventory.  Allocate some time to get clear about who you are and want you want, so that you can control your career rather than it controlling you. Think about what you bring to the table, what you like and don’t like, and what a fulfilling “next step” looks like. Here are some things to include in your inventory:

• Skills
• Values
• Natural talents
• Interests
• Preferred work environment
• Key accomplishments
• Salary requirements

Completing an inventory will take some time.  However, you will be amazed at how much you will learn about yourself, and how the resulting personal career snapshot will guide you to “what’s next.”

STEP 2: Create a plan. This step involves transforming what you learned about yourself in the Inventory step into a distinct vision that clearly articulates your unique value, and a written plan to help you realize that vision. Think about where you want to be a year from now, three years from now. What do you need to do or learn to get there? What opportunities can you pursue right now that will help advance you on that journey? Do some research and write down 3-5 opportunities that align with your skills, values, interests and experience and that map to your vision.

STEP 3: Create your campaign. This involves defining how you are going to position yourself in networking conversations, informational interviews, and job interviews. It’s your “elevator pitch.” It needs to be concise and compelling. It needs to tell the listener, very quickly and very succinctly who you are and what you are looking for. Your elevator pitch might change based on your audience, so practice multiple ways of presenting “who you are.”

Creating your campaign also involves developing an up-to-date resume. Chances are, if you’ve been in your current role/at your current company for a while your resume is sorely out of date. Build a resume that reflects your unique talents and that focuses on achievements. Remember that it should be forward-looking, highlighting skills and accomplishments that demonstrate your ability to perform your target position.

And remember, always be thinking “what’s next?” When you land an opportunity, don’t allow yourself to become complacent. What additional skills and competencies do you need to grow in that position and to prepare for the one after that? Stay current!

Till next time, keep it real.

Karen

The post Opportunity is Knocking – Start with a Plan! appeared first on PeopleThink.

You chat. She asks, “What would you say are your two greatest accomplishments?”

How do you respond?

Would something quickly come to mind? Would you be able to easily describe your accomplishments in a way that is clear, concise and compelling? Or would you hem and haw while searching your mental database and then say the first thing that pops up? Or, worse, would you simply panic and head for the bar?

My point is, you never know when an opportunity is going to present itself, so you need to be prepared.

In my last blog, Leadership and Learning – An Essential Combination, I talked about keeping your competencies relevant and up to date and continuing to learn. It’s also important to periodically pause and take stock of your accomplishments. Write them down. Prioritize them. Categorize them – tie them to relevant competencies so you can use them as specific examples that demonstrate the competency. Having this information in mind and/or easily accessible will help you in situations like the scenario above and in performance conversations, your resume or bio, or other situations where you need to share who you are.

Here’s a simple template you can use to capture your accomplishments. Use the Situation-Action-Result (SAR) format to describe the accomplishment and then define the competencies associated with it.

SITUATION: What was the goal or challenge?

ACTION: What was your role? What did you do to address the goal or challenge?

RESULT: What was the result (your accomplishment)?

What COMPETENCIES did you use?

When opportunity comes knocking, be ready to open the door!

Till next time,

Karen

The post When Opportunity Knocks, Be Ready! appeared first on PeopleThink.

One of the challenges for new and emerging leaders is determining what skills and behaviors – competencies – are the most important to be an effective leader today and into the future. A Google search will result in myriad lists of “top” skills for leaders. “The Top 10 Leadership Competencies” (Psychology Today), “The 5 Most Important Competencies for Function Leaders” (Center for Creative Leadership), “The Most Important Leadership Competencies According to Leaders Around the World” (Harvard Business Review).

In a review of these lists, there are several core competencies that bubble to the top: strategic thinking, effective communication, a desire to develop others, decision making, creating a vision, ability to have tough conversations. And, of course, trust and integrity. THAT should be a no-brainer. As far as I’m concerned, integrity has to be at the foundation of leadership, ’cause if you don’t have that, nothing else matters!

These are some of the traditional skills that make an effective leader. But there are additional skills that have become increasingly important over the past few years as we look at a new way of working in the 21st century. Skills like emotional intelligence, self-awareness, collaboration, global thinking, agility and future focus.

When was the last time you did an inventory of your leadership competencies – both strengths and development areas? What are you doing to prepare yourself to overcome the challenges, and leverage the opportunities, as a leader in the future?

I recently went to an inspiring talk by John Chambers, former CEO and now Chairman Emeritus of Cisco, and author of the recently-published Connecting the Dots: Lessons for Leadership in a Startup World. He spoke about taking Cisco from a $70 million, 400-employee company (1991) to a $47 billion tech giant (2015) and how important it was to have clarity around who he was as a leader – during both the good and the not-so-good times. He emphasized that you have to always be preparing for what’s next.

Think about this: Gen Z (born 1995-2012) employees will have 12 jobs in their lifetime. Six of those jobs aren’t event invented yet.

What do you need to do to prepare yourself to lead multi-generational teams? How will you lead as artificial intelligence becomes an integral part of the way we work? What are you doing to keep your competencies current and ready for what’s next?

“The worst thing to do when things are running smoothly is to get comfortable. You’ve always got to be thinking what’s next.” – John Chambers

Till next time,

Karen

The post Leadership and Learning – An Essential Combination appeared first on PeopleThink.

It amazes me that despite this research, organizations (and individuals) still tend to focus on developing hard skills. In 2010, employers spent $171.5 billion on employee training and only 27.6% of those training dollars went toward soft skills, according to the Association for Talent Development (ATD).

It’s time to put more of our dollars and development efforts where they really count. In our increasingly global, dynamic and service-oriented way of working, organizations need leaders, teams and individual contributors who have the personal behaviors and interpersonal skills that will help them grow and thrive.

So what are those skills? In my work with organizations to create leadership and employee development initiatives, these are the 10 soft skills/behaviors (in alpha order) that leaders most often tell me they need in their people.

Collaboration – the ability to meld ideas and share credit with others.
Creativity – initiating new approaches to projects, solving problems, etc.
Effective communication – clear and concise speaking and writing paired with active listening.
Emotional intelligence – self-aware and sensitive to others, empathetic.
Flexibility – adaptable to change.
Growth mindset – recognizing they don’t know it all. Being willing to learn.
Leadership – the ability to lead, even without the title.
Reliability – do what you say you’re going to do by when you say you’re going to do it.
Resilience – the ability to continue pursuing the goal despite roadblocks and challenges.
Teamwork – sharing the work and supporting others toward a common goal.

Organizations that want to remain competitive and individuals who want to increase their marketability would do well to put more emphasis on identifying gaps in these skills and then creating a comprehensive development plan to close those gaps.

One of the best ways to identify gaps is through a behavioral assessment. The one I use with leaders, teams and individuals is Lumina Spark. Lumina Spark is a state-of-the-art psychometric assessment that provides a framework to help people achieve better self-awareness and learn how to improve their working relationships with others.

Check out the Lumina Spark fact sheet, and then contact me at kcolligan@peoplethink.biz to learn how PeopleThink can help your organization build its people capability.

Till next time,

Karen

The post Soft Skills Win the Race for Job Success! appeared first on PeopleThink.

Or…you’re in a job you hate, but, “it’s a job” and you are so overworked or busy trying to keep that job that you have no time to even THINK about what’s next, let alone PREPARE for it. There’s just no way, right? Wrong!

Whether you like your job or hate it, keeping your skills and knowledge up-to-date and preparing for what’s next is a must. Here’s a “get real” process to help you get started.

Conduct an inventory. Look at your last performance review. Make a list of both strengths and development areas. Then think about what you want to do next. If you are currently working and want to progress on your career path, what skills and knowledge will you need to get to the next level? Add these to your list. If you are looking for a new opportunity, what are the requirements of your target position? Which of those requirements are you lacking? Add these to your list.

Create a personal development plan. Select one or two areas from your inventory that you will focus on in the next three months. Do some research to find resources to help you develop in those areas. Remember, learning doesn’t only occur in the classroom. Create specific development actions for each skill/knowledge area. Don’t forget to include target dates on your plan!

Execute the plan. Post your plan somewhere visible – your calendar, your refrigerator, your desktop. Stay focused! Concentrate on the one or two areas you’ve prioritized – don’t get distracted by the other areas on your inventory list. You can work on them in your next plan. Take a melting pot approach. Keep your eyes and ears open for articles, blogs by experts, presentations, webinars, etc., on your focus areas. Learning comes in many forms, from many places. Capture it! Be accountable and/or enlist someone’s help to keep you accountable. Reward yourself for completing your development goals.

Update your resume/personal “infomercial.” When you have gained proficiency in the skill/knowledge area, add it to your resume, if appropriate. Practice incorporating your new knowledge/skill into your interview discussions. Blend it into the evolving “you.”

Review, revisit, and revise the plan. Spend some time reviewing your plan and how it worked. Did you set reasonable goals? Were the resources worthwhile? Did you find additional/alternate ones you’ll use next time? Revisit your inventory. What are the skills/knowledge areas you’re going to work on next? Create and execute a revised personal development plan that reflects your new focus areas and development goals.

Putting a plan in place to continually add to your abilities and knowledge is an investment that will keep your market value on an upward trend. And…you never know when that golden opportunity will come along. Be prepared!

“Learning is a treasure that will follow its owner everywhere.” – Chinese proverb

Till next time,
Karen

The post Get Real About Getting Ready for What’s Next appeared first on PeopleThink.

This is short-sighted and a sure-fire way to encourage top talent out the door.  If you want to keep that talent and grow your business you’ve got to provide opportunities for your people to learn and grow. The best way to do that is by creating and implementing effective employee development plans. Here’s how.

Ensure job descriptions are current and well-defined. Roles often morph over time as responsibilities expand or business needs change. This can be frustrating to the individual in the role – and detrimental to the team/organization – if training around new skill requirements and responsibilities isn’t included with the change. It’s also difficult to hire for, train for or promote someone into that role if you haven’t updated the current skills and responsibilities for the role.

Create career path outlines. People want to know what’s next for them, what skills and experience they will need to get there, and the opportunities available for them to learn and develop those skills.  People will be more engaged and loyal if they can see a future for themselves in the organization.

Incorporate development into Performance Management. According to a recent Gallup poll, 48% of employees say that they are reviewed just once a year. And only 14% say that the performance reviews they receive inspire them to improve. That’s no surprise. The annual performance review – dreaded by managers, hated by employees – typically focuses on weaknesses, and rarely includes a development component. How inspiring is that? Effective performance management is a continuous process (not an event) and includes a development component that both builds on strengths and develops areas that are not a strength.

Develop for future needs. Development plans should take into consideration organizational goals and the skills and behaviors employees will need to contribute to achieving those goals. They should also take into account the skills and behaviors employees will need in the future to succeed (yes, even if it’s not in your organization).  According to a report from the World Economic Forum, the top 10 skills in 2020 will be:

1. 1. 1. Complex problem solving
      2. Critical thinking
      3. Creativity
      4. People management
      5. Coordinating with others
      6. Emotional intelligence
      7. Judgment and decision making
      8. Service orientation
      9. Negotiation
      10. Cognitive flexibility

Consider employee goals and interests. It’s also essential that individual employee career goals and personal interests be taken into account in development plans. All too often employees have skills and talents that are under-utilized. Take the time to identify, develop and leverage those hidden talents and unspoken interests. Employees want to use their strengths and feel that they’re contributing to the organization in a meaningful way.

Creating, implementing and supporting development plans for your employees will not only help keep them loyal and engaged, it will ensure that your organization is ready for the challenges and opportunities of the future.

“Developing talent is business’s most important task – the sine qua non of competition in a knowledge economy.” – Peter Drucker

Till next time,

Karen

The post Keep Your People! Make Development a Priority appeared first on PeopleThink.