If you’re a business leader, it’s safe to believe that you understand the need for, and the benefits of, succession planning. So, for the purpose of this article, we won’t spend much time addressing them. What we will highlight, however, are a few ingredients that are necessary in order to develop bench strength for your key employees. In sports, the definition of bench strength is “the quality and number of players available to substitute during the game”. In business, there’s a bit more focus on the quality piece; but really, the concept is the same. The whole purpose is to have people ready to step into a different role when a leadership or key position becomes available or when a new role is needed.Read More›
If you do research on how to create an individual development plan (IDP), you’ll probably notice that the advice you find is typically offered to a leader or manager, helping to develop an IDP for their employee.
They all start with the notion that first, you should know where the business is going and then talk with your employee about the future. Next, it’ll walk you through determining what the person is missing (gap analysis). Finally, it ends with creating a training plan and applying it. You might even find some lists that have a few more steps, but the majority contain at least those steps.
But why wait for your manager to create an Individual Development Plan?
Managers are busy. Sometimes they are lucky to get 1:1 meetings done, let alone helping someone write a plan to develop their career. So our advice? Take your future into your own hands and get started.Read More›
When you have a question about anything, where do you turn? Why is my car making this noise? What does your cough really mean? How do I get these bumps off my child’s arm? What should you do if your boss won’t…? Most of us turn to Google. Or we ask Alexa or Siri. We end up getting so much information; sometimes too much. So why not let us be your leadership “Google?” Ask Revela!Read More›
One of my favorite quotes comes from Abe Lincoln. He is cited as saying, “If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe.” Basically, he would spend two-thirds of his time improving the tools that make him effective at his work. Sounds easy, but how can a person remember to spend time sharpening instead of continuing to struggle through life’s daily challenges?Read More›
I just left a meeting with a prospective client. Like most of our clients, she came to me because she thinks her team needs some training. “They need to take responsibility. They need to communicate better. We have to motivate them. I want to send them to a workshop!”
If it’s not an actual statement, at least the thought goes through the minds of managers and executives across the globe daily. But should you send them to a workshop?Read More›