Give them the tools to be success ful

Don't hope your company's next leaders have the knowledge and skills to lead. Provide it.

Phase 2

  • Plan implementation
  • Monitoring metrics and conduct regular reviews to confirm alignment.
  • Continued oversight in target development areas.
Phase 1

  • Identify company's business drivers most strongly impacting the business and identify leadership succession risks.
  • Develop a leadership assessment process with alignment to key business drivers and strategies.
  • Assess high potential's leadership competencies, skills and strengths.
  • Target development areas.
  • Develop plan for leveraging leadership strengths and competencies including strategic thinking and strategic agility which aligns with the company's business drivers, strategies and its succession plans.
  • Develop metrics for measuring success.
  • Identifying the business drivers most strongly impacting the business and the leadership competencies needed for addressing business driver strategies.
  • Identifying the leadership skill set needed for successful transitions.
  • Developing a leadership assessment with a direct connection to business drivers and strategies.
  • Assessing current leader's strengths and target development areas.
  • Developing a plan for leadership development and leadership succession.
  • Plan Implementation.

A program for emerging leaders with more than three years' experience working for a family business, The Advanced Leadership Development Program is a program designed for high potential family and non-family members who are identified by current company leaders as high potential or as the next leaders of the company. This highly custom approach to meet a company's and the participant's needs will assist your company in...

The need exists for a program that addresses leadership readiness for tomorrow's business leaders.

  • Current generation lacks the skills or timing tools to transition leadership.

  • The upcoming generation of leaders is not prepared to transition or lead.

  • Business model is stagnant, and the competition is surging ahead.

  • Family dynamics reflect the company's hierarchy, which is not always conducive to the company's needs.

Ninety percent (90%) of all U.S. businesses are family-owned or controlled by a family. Family businesses generate 50% of the GNP and less than 1/3 of those businesses survive the transition from first to second generation and another 50% of those businesses don't survive from second to third generation? Why is this?

Did you know...

‚ÄčAdvanced Leadership Development Progam