IN the past, the routes to leadership positions were simple. To be the chief executive officer (CEO), you first have to be the COO (child of owner). The other route is through performance. A laborer who does a good job gets promoted as foreman. A high-performing foreman soon becomes a supervisor, and then a manager — often without regard to such esoteric but valid predictors as potential or personality traits. For me, promotion should not be a reward for good performance.
According to the 2018 Global Leadership Forecast made by Development Dimensions International (DDI), "C-level executives ranked developing 'next-gen' leaders and failure to attract and retain top talent as their top two biggest challenges in the coming years. In fact, only 14 percent of CEOs believe they have the leadership talent to execute their strategy."
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