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.

• Team performance by 17%
• Decision-making quality by 20%
• Team collaboration by 29%

Diverse teams perform better because each person brings multiple perspectives, experiences, and approaches to the table. These varying approaches and thought processes create a dynamic that is better equipped to deal with complex problems and challenges. Additionally, diverse personality traits within a team offset one another and build on each other for synergy and innovation. A diverse team is much less likely to fall into “groupthink,” which can actually impede performance. 

Diverse and inclusive teams do not form on their own. It all starts with its leaders!

Here are several strategies leaders can implement to promote diversity and inclusion:

• Lead by Example: Leaders need to demonstrate a commitment to diversity and inclusion through their actions, behaviors, and decision-making processes. This includes actively listening to diverse perspectives, valuing contributions from all members, and ensuring fairness in opportunities and rewards.
• Establish Clear Policies and Practices: Implement policies and practices that foster diversity and inclusion throughout the organization. This can include recruitment and hiring practices that prioritize diversity, promoting equal opportunities for advancement, and creating a culture of respect and inclusion.
• Foster Open Communication: Encourage open dialogue and communication among team members to promote understanding and empathy. Provide platforms for employees to share their experiences and perspectives and actively seek feedback on diversity and inclusion initiatives.
• Create Support Networks: Establish support networks and affinity groups for employees from underrepresented backgrounds. These groups provide a sense of belonging, networking opportunities, and a platform for advocating for diversity and inclusion within the organization.
• Embed Diversity in Organizational Values: Ensure that diversity and inclusion are embedded in the organization’s mission, values, and strategic goals. This sends a clear message that diversity is not just a checkbox but a fundamental aspect of the organization’s identity and success.

By prioritizing diversity and inclusion, leaders can create a more innovative, collaborative, and inclusive workplace where all employees feel valued and empowered to succeed.

Let them know, loud and clear, that ALL of them are necessary.

To learn more about how to implement diversity and inclusion in your organization, check out our Keep it Real Leadership Program. 

Till the next time, keep it real.

Karen

The post Embracing Diversity and Inclusion in Leadership appeared first on PeopleThink.

Many researchers have identified a correlation between an employee’s personal and professional development, and an organization’s growth as a whole.

Increased job satisfaction, higher employee engagement, improved retention, enhanced productivity, and a more skilled and adaptable workforce are some of the benefits of employee development.

Companies that invest in their employees’ development demonstrate a commitment to their growth, which can lead to a positive organizational culture and a competitive edge in the market.

If you want to keep your people and grow your business, you must provide opportunities for your team to learn and grow. The best way to do that is by creating and implementing effective employee development programs.

Here’s How.

Ensure roles and responsibilities are 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.
Employees want to know what growth opportunities are available in the organization. Create career path outlines for each job family to help employees build personal development plans.

Make performance management an ongoing process.
The annual performance review – dreaded by managers and 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 consists of a development component that builds on strengths and develops areas that are not strengths.

Develop for future needs.
Development plans should consider 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). Make a list of top skills required and design training programs to help them acquire those skills.

Consider employee goals and interests.
It’s also essential that individual employee career goals and personal interests be considered. 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.

Implementing and supporting leadership development and training programs for your employees will help them grow and develop their style and prepare them to lead their teams in the future.

Till the next time, keep it real.

Karen

The post Employee Development: Building a CULTURE of Learning! 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.

Company culture plays a key role in retaining employees. A great culture, one that provides challenging work, opportunities for growth, connections, respect, and recognition is more likely to retain employees than the one that takes it for granted.

Nowadays with hybrid and fully-remote workspaces, establishing a strong culture can be a little challenging. Many employees who have been hired in the past three years have never met their co-workers or even their leader in person. They might be feeling adrift or disconnected.

How can leaders help employees be connected and engaged and become part of their company’s culture?

Develop a clear and consistent definition of the culture. A great culture is more than after-work events (in person or zoom), wellness programs, and catchy slogans. It’s how employees, customers and the outside world perceive an organization based on its attitudes and behaviors. It’s where employees feel valued, connected, challenged, and recognized. And it stems from leadership behavior at all organizational levels.

Communicate the culture. Make it easy to describe. Make it real. Do a periodic check-up to ensure that all parts of your culture are healthy and if not, review, adjust and get back on track. Every new hire (including remote ones) should receive an orientation that includes a discussion about company culture, vision, mission, and values. Consider having long-term (positive) employees/leaders describe the culture and give examples of how they’ve seen it demonstrated in their experience.

Demonstrate the culture. Make it an expectation that all interactions leader-leader, leader-employee, employee-employee align with the company values and promote the culture. Give new hires a strong start by helping them understand how their role contributes to the overall success of their team and the organization.

And last, but certainly not least, remember that it’s about the PEOPLE, PEOPLE, PEOPLE. Hiring the brightest and the best does you no good if you don’t take care of them. Be clear about their roles and responsibilities. Help them understand the values and the culture. Keep developing them, provide them with new challenges, and develop a work environment where every level of the organization is valued, connected, challenged, and recognized.

If you would like to learn more about how you can build a culture to attract, develop, and retain your top talent, join me for my next Leadership Power Hour webinar. You can register here for free.

Till the next time, keep it real.

Karen

The post Building A Great Culture – Winning from Within appeared first on PeopleThink.

Workers are simply “not gonna take it anymore.”

Although there are laws in place to protect workers from harassment and discrimination, there are no such laws that prohibit rudeness, disrespect, or other forms of being a jerk.

Consider these examples from a recent New York Times article, “No More Working for Jerks!”

• Better.com CEO Vishal Garg fired 900 employees on a Zoom call and accused them of “stealing” from the company because they put in too few hours,
• Hollywood mogul Scott Rudin threw staplers at his subordinates, and
• Steph Korey, Away’s former CEO, told her staff that she expected them to be available at all hours of the day and night and that they should stop requesting time off.

Of course, each of them later apologized, but SERIOUSLY??

Leaders, it’s time to take stock of your behavior. And senior leaders it’s time to think about the behavior you are modeling for you leadership team and, if it includes yelling to get your point across, interrupting or demeaning people in meetings, or other forms of jerkiness, find a way to change it.

Here are some ideas.

Ask for honest feedback. Jerks often rationalize their behavior, “That’s the only way I can get anything done around here…” and rarely ask for honest feedback. And often their direct reports are reluctant or afraid to speak truth to power.  Give permission. Listen. Do something with what you learn.

Make treatment of employees an evaluation component. Expand leadership “performance” to include not just achievement of goals, and/or the numbers, but also how the leader’s team works together, how engaged and loyal team members are, what employee’s say about how the leader treats them.

Instill good behavior – respect, consideration, empathy, etc. – as part of the culture and expectation of all employees. Put it in writing. Communicate it. Model it. Recognize examples of it and address the lack of it, i.e., call out jerks immediately.

Say “please” and “thank you.” Always. It’s such an easy thing to do. Model it and make it a habit.

Provide coaching. All too often bad behavior is ignored or downplayed because the bad actor is meeting their numbers. Are they teachable? If so, consider coaching to give them an opportunity to change.  If that fails, then it’s time to weigh the value of that one person’s performance against the loss of their team and the negative impact their behavior has on the organization overall.

Sounds like an easy decision to me.

Till next time, keep it real.

Karen

The post Attention Workplace Jerks: The Jig is Up appeared first on PeopleThink.

This is both unfair to the new leader and detrimental to the organization.

Most people are promoted into their first leadership role as a result of their high performance as an individual contributor and/or because of their technical skills. Yet what helped them succeed as an individual, will not necessarily contribute to their success as a people leader – where the challenges and responsibilities require a different set of skills. Without some sort of development opportunity early on in their transition from individual performer to leader, new leaders may simply mimic the behaviors of a leader they’ve had in the past, and not necessarily a good one. And those behaviors, once ingrained, are difficult to change.

A survey of HR leaders and practitioners conducted by the Human Capital Institute (HCI) found that “the sink or swim mindset toward new managers is ubiquitous.” In that survey, respondents were asked to rank the must-have skills for frontline managers in order of importance. Technical expertise was ranked as Number 7, preceded by:

– Ethics and integrity

– Communicates effectively

– Drives for results/motivation to succeed

– Flexibility/adaptability

– Develops effective teams

– Maintains relationships with internal stakeholders

While some of these skills might be inherent in a new leader, being able to apply them effectively while adapting to leading people – understanding individual strengths, motivators, skill gaps, personalities and how those individuals work together as a team, being accountable not just for their work but for the work of others – requires coaching and support.  Not to mention the challenge that many internally promoted leaders face – transitioning from buddy to boss.

New leader training needs to be a key component of every organization’s learning and development plan. And it should not be just a one-day event around policies, performance reviews and disciplinary actions.  It needs to be structured in a way that gives participants time to apply their learning, receive feedback, and get the ongoing support necessary (mentoring, coaching) to grow into the next line of senior leaders and executives.

Managers account for at least 70% of the variance in employee engagement. Gallup estimates that actively disengaged employees cost the U.S. $483 billion to $605 billion each year in lost productivity.

One last startling factoid for you from that Brandon Hall Report:  More money is spent on leadership development than any other area of corporate training, yet 71% of organizations do not feel their leaders are able to lead their organization into the future.

Doesn’t it make sense to take the time to effectively develop leaders from the very beginning?

For more on this topic, check out my podcast: Sink or Swim is NOT Leadership Development.

Till next time,

Karen

The post Letting Your New Leaders Sink or Swim? Big Mistake! appeared first on PeopleThink.

Why is it so important to keep top talent? Well, aside from the obvious (that they are high contributors to your success) these employees are rare and in demand, they cost more to replace, and they often take other top talent with them.

So, what can you do to keep ‘em?

To be engaged and loyal, employees need to feel valued, connected, challenged and recognized. Today, unfortunately, many are feeling overextended, under-appreciated and exhausted from trying to meet ever-increasing productivity expectations. And…with more opportunities out there, many are just a phone call away from leaving…

If you want your employees to be loyal to you, give them a reason to stay. Demonstrate that you value and appreciate them. Make them feel…

Valued by listening to them, and acknowledging their need for work/life balance.

Connected through ongoing communication about the direction of the organization and their role in it. Show them that they are a community and have a purpose bigger than themselves in it.

Challenged through growth opportunities and a clearly defined career path (NOT by more work, more hours…).

Recognized by frequent, sincere appreciation – both monetary and non-monetary – for their efforts.

Don’t let valuable mindshare and talent walk out your door. Start working to keep them today.

For more tips on how to keep your top talent, and some specific examples of actions that work, listen to my podcast “How to Keep ‘Em.”

Till next time,

Karen

The post Want to Keep Your Top Talent? Give Them a Reason to Stay! appeared first on PeopleThink.

First of all, a great culture is more than fun after-work events, casual dress, and catchy slogans. It’s how employees, customers and the outside world perceive an organization based on its attitudes and behaviors. I can’t imagine that many of us perceive the skies to be as “friendly” after that paying customer was dragged from his seat recently on a United flight from Chicago to Louisville. If that’s how they treat customers, how do they treat their employees?

Culture is synonymous with behavior. And it stems from leadership behavior at all organizational levels.

To build a great culture, start by becoming really clear about who you are as a leader. I call this “developing your leadership mantra,” which I wrote about in a previous blog.

Once you’ve done this, the next steps are:
Be sure that everyone understands the Vision and Mission of the organization. Define them. Communicate them. Post them. Refer to them in employee meetings and other communications.

Establish and communicate clear Values. Model them with employees, customers, vendors, job candidates, everyone. Recognize employees who go above and beyond to model the values.

Ensure that expected leadership behaviors at all levels align with the Vision, Mission and Values. Coach leaders who do not meet these expectations.

Develop and communicate a clear and consistent definition of the culture. Make it easy to describe. Make it real. Test the definition with employees, with customers.

Recruit and hire great people who fit the culture. Use your tested definition in job postings and interviews. As part of your hiring process, determine what a “fit” is, and what it isn’t. Train hiring managers, and develop behavioral interview questions that will help determine fit.

Ask for feedback and adjust accordingly. Once you feel you’ve developed a great culture it’s easy to get complacent. But workplace cultures can shift – changes in leadership, business downturn, overly rapid growth, or external pressures, etc. Do a periodic check-up to ensure that all parts of your culture are healthy and if not, review, adjust and get back on track.

How would you currently rate your company culture? Here’s an idea: Interview a cross-section of your employees and see whether they all describe it the same. If not, go back to the steps above.

Till next time,

Karen

The post Leading to a Great Company Culture appeared first on PeopleThink.

Let’s face it. Work environments are pretty stressful these days. The constant push to get more done (often with fewer resources and less time) can take a toll on your mood, your health, and your relationships. But here’s the thing. Adding a little levity to your day will not only help you get more done, it will improve your mood, your health and your relationships!

How great is that?

In a recent Fast Company article, “The Surprising Ways Humor Can Improve Your Culture,” author Harvey Deutschendorf outlined five reasons why putting some humor into your work culture “can have you laughing all the way to the bank.”

1. It lowers stress and improves motivation
2. It builds stronger relationships
3. It helps you show appreciation
4. It improves your health
5. It makes for smoother transitions

If you know me, or have been following my blogs, then you know that I’m a major advocate for infusing some fun and laughter into the workplace. In fact, I wrote about the benefits of laughter early last year. In addition to the benefits Deutschendorf describes above, research shows that laughter contributes to increased creativity, improved problem solving, and enhanced memory.

I’ve seen how this works firsthand. Back in my hi-tech corporate days, I was asked to create a strategy that would improve communication and integrate the cultures of a number of newly acquired teams located on multiple campuses. The teams included senior managers, individual performers and all levels in between. The challenge was that they were not, and were not going to be, under one roof. And there was a fair amount of cultural resistance in becoming part of the new organization. I definitely had my work cut out for me!

I put together a team, booked a conference room for several weekly meetings, and armed myself with colored markers and blank flip chart paper. And then the fun began. A few ideas. Laughter. More laughter, more ideas. At one point we were laughing so hard that someone asked us to “pipe down.” OK, so disturbing others is probably not such a good idea, nevertheless, we made it fun and got it done! The outcome was the “People Road Show” – a traveling troupe of presenters who communicated the new culture, learning and volunteer opportunities, benefits and other people-related messages in a very creative and positive way. We had music, a tag line, a logo, and plenty of opportunities for the audience to ask questions and share concerns. Each “Road Show” concluded with a company-sponsored barbecue where employees from different campuses could get to know one another and feel part of the bigger picture.

The fun we had in the development process became an integral part of the product, and helped create one cohesive team out of many.

“A wonderful thing about true laughter is that it just destroys any kind of system of dividing people.” – John Cleese

Keep laughing!

Till next time,

Karen

The post Want to Get More Done? Lighten Up and Laugh a Little! appeared first on PeopleThink.

Client: We did a survey, and built some initiatives around the results.
Me: And how did that go?
Client: Well, we created cross-functional teams to work on each of the top four areas from the survey, but then_________ (fill in the blank from the following): a) their recommendations were too costly, or b) the team fell apart because of members’ work obligations or c) there was a shift in priorities due to business needs…

Really?

For years now, companies have been trying to turn around the widely reported low employee engagement scores. Tons of articles have been written, myriad solutions advised, and numerous remedies tried. It’s become “the flavor of the month” for employee engagement and retention. But here’s the thing. You can’t be everything to everyone. And in my experience with the multitude of clients I’ve worked with over the years, those who retain their top talent are the ones who:

1. Prioritize and commit to their people initiatives
2. Communicate consistently and ask for feedback on progress
3. Align their initiatives with the company culture

As a talent leader or learning and development leader, you need to get very clear about what your people initiatives are going to be. You need to prioritize based on your company culture, input from your employees, and the needs of the business. Once you prioritize, it’s critical to communicate and commit to those priorities so that your employees understand, and can get on board with them. Naturally, you can make tweaks and updates (communicating along the way), however changing things midstream, or trying to do too much at once, is confusing and disheartening to employees.

How are you going to keep your employees? Make them feel valued, connected, challenged, and recognized. Create an environment where individual, team and organizational goals are aligned so every employee knows how their work impacts overall success. Provide employees with a menu of options for continued development and growth. If you want to be an “employer of choice,” employees need to trust that you have their best interests at heart. That means resisting the “flavor of the month” and committing to initiatives that will have the best results for your people.

Till next time,
Karen

The post Resist “Flavor of the Month” People Initiatives appeared first on PeopleThink.

That’s why employees leave. Let’s talk about how you can get them to stay. Employees need to feel valued, connected, challenged and recognized. They want to use their strengths – every day – and know that they’re contributing to the success of the organization. They also want to have time to spend with their families and/or to pursue interests outside of work. And they want to be fairly compensated for the work they do. It’s not rocket science.

Help your employees feel valued by communicating how their goals align with team and organizational goals. Provide them with opportunities to build on their strengths, learn new skills and prepare for the future needs of the company. Development can happen in many different forms: on-the-job training, personal development, cross-functional projects, coach and/or mentor, special projects, stretch assignments, training courses, reading and personal study, online courses, peer coaching, job shadowing… The important thing is that it is available and encouraged.

Help them feel connected by communicating with them clearly and consistently. An HBR article, “The Top Complaints from Employees About Their Leaders” noted that communication issues top the list, including: Not recognizing employee achievements, not giving clear directions, and not having time to meet with employees. When leaders communicate regularly, and build a sense of connectedness with their employees, those employees are happier and more productive.

Do you have career roadmaps and succession plans in place? If not, what are you waiting for? Help your employees feel challenged by communicating the next level in their career path and what they need to do to get there. Give them temporary assignments that will stretch their skills and comfort level.

In the leaner work environment today, most employees are feeling the brunt of doing more with less. Recognize their efforts by saying “thank you” early and often. Don’t wait until review time to tell them what a good job they’re doing. And be specific – what was the situation, what did they do, and what was the impact. Applaud the behavior you want to see repeated and emulated.

Organizations need to acknowledge that their people are the lifeblood of the business. Don’t take your employees for granted. As the economy continues to improve and there are options for them elsewhere, you want to keep those employees in your organization. Find creative ways to develop and challenge them. Let them know they are valued, and that they are a critical component to the business moving forward. Build succession plans to ensure that your bench strength is available and ready to grow the business.

And most of all, don’t forget the old adage…treat your employees the way you want to be treated. It will pay off in leaps and bounds in the future.

Till next time,

Karen

The post Why Employees Stay appeared first on PeopleThink.