Culture And Leadership Succession

🚨 CEO Succession: The #1 Governance Blind Spot 🚨 Despite being one of the board’s most sensitive and high-stakes responsibilities, too many boards still stumble when it comes to CEO succession. This is one of the key findings of a recent joint study of the Center for Executive Succession and HR Policy Association (HRPA) A recent study highlights 10 of the biggest pitfalls — and the results are sobering: 1. 41% of CEOs hesitate to engage in succession planning — stalling momentum, morale, and candidate development 2. Most boards only begin planning 12–18 months before a transition — far too late to prepare a CEO-ready successor 3. Only 58% of boards align their CEO profile with future strategy — meaning the wrong leader is chosen for the company’s next chapter 4. Succession discussions are often too shallow — more ritual than rigorous debate 5. Executive transitions are poorly managed — risking reputation, investor confidence, and leadership stability 💡 The research makes one point crystal clear: 👉🏼  A trusted CHRO is often more critical to the process than the CEO. When empowered & trusted, CHROs: ✔️ Reframe succession as strategy, not an exit plan ✔️ Provide objective, future-focused talent insights ✔️ Ensure continuity and minimize disruption during leadership transitions The paradox? The CHRO is essential to CEO succession — but only if they are truly trusted by the board, the CEO, & the executive team ⚡ My humble take: CEO succession isn’t just about replacing a leader. It’s about safeguarding the company’s future, honoring legacies, and protecting stakeholder confidence. Boards that treat it as a compliance exercise rather than a strategic imperative risk being caught unprepared — with consequences that echo far beyond the C-suite But don't take my word for it. Take it from a previous client of mine. The Co-CEO of a beverage company stepped into a family CEO succession that was table stakes for the business. She described our working together as follows: “I stepped into my first Co-CEO role about a year ago and selected Navid as my executive transition coach. Whilst this was a big new role for me, we made a lot of progress. As a result of our year-long engagement, I can wholeheartedly say that I got many insights and value for the time that we spent together. Navid’s thoughtful approach meant that at times, we deviated from the Double Diamond Framework of Executive Transitions to spend time on a more urgent or emergent topic. Navid’s coaching was always helpful, and I appreciate the insight and sustainable behaviour shifts that were created during our time together.” #MasteringExecutiveTransitions #Leadership #CHRO #Governance #CEO #SuccessionPlanning #BoardEffectiveness

Raising the retirement age: Will it stall leadership growth—or challenge us to redefine it? Malaysia’s proposed move to extend the retirement age to 65 has sparked a vital conversation about leadership and succession. But let’s be clear: leadership roadblocks aren’t caused by age—they stem from outdated structures that equate leadership with tenure rather than talent. Consider this real-world example. At a regional company I partnered with some years back , the Head of Sales was 62—brilliant, respected, and not ready to retire. Meanwhile, a 34-year-old National Sales Manager had consistently outperformed expectations and was clearly ready for a bigger role. The company didn’t wait for a vacancy. Instead, they reimagined the leadership model: The senior leader transitioned into a Strategic Advisor role, focusing on market strategy and mentoring future leaders. The younger leader took on a regional leadership portfolio, with full P&L ownership, cross-functional team leadership, and participation in executive decisions. The result? Both leaders thrived. No titles were compromised—only mindsets and organizational models evolved. This is what modern leadership architecture looks like. It’s time to stop treating succession as a zero-sum game. The organizations that will succeed moving forward are those that: 🎯Decouple influence from hierarchy by allowing people to lead without needing a high-ranking title, enabling high-potential talent to contribute meaningfully regardless of age. 🎯Create legacy roles for experienced leaders to coach, advise, and nurture the next generation. Shift from rigid vertical ladders to flexible career paths, where progression can take many shapes. 🎯Build intergenerational teams that drive innovation through diverse perspectives—not through uniformity. 🎯🪫And importantly, this is also the time to weed out non-performers to make space for talent that drives growth and change. So no—the retirement age itself isn’t the root problem. The true challenge is designing systems where wisdom and innovation co-exist—intentionally, by design, not by default. As leaders and advisors, it’s our responsibility to advocate for and build these future-ready, multi-generational workforces. Follow me for more insights on redefining leadership and creating sustainable organizational success in a changing world.

Few boards have a well-defined process for Chair succession. Even in high-performing boards, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧𝐬 𝐨𝐟𝐭𝐞𝐧 𝐡𝐚𝐩𝐩𝐞𝐧 𝐫𝐞𝐚𝐜𝐭𝐢𝐯𝐞𝐥𝐲, prompted by a resignation, retirement or term limit rather than as part of a deliberate governance process. 𝐘𝐞𝐭, 𝐣𝐮𝐬𝐭 𝐥𝐢𝐤𝐞 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐨𝐫 𝐫𝐢𝐬𝐤 𝐨𝐯𝐞𝐫𝐬𝐢𝐠𝐡𝐭, 𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐢𝐬 𝐚 𝐟𝐢𝐝𝐮𝐜𝐢𝐚𝐫𝐲 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲. It’s what ensures continuity and confidence in leadership when change inevitably comes. Having recently gone through a Chair transition myself, I was reminded of how important it is to plan the passing of the baton. 𝐌𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐬𝐢𝐦𝐩𝐥𝐲 𝐟𝐢𝐥𝐥𝐢𝐧𝐠 𝐚𝐧 𝐞𝐦𝐩𝐭𝐲 𝐬𝐞𝐚𝐭, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐫𝐞𝐧𝐞𝐰𝐚𝐥 𝐩𝐫𝐞𝐬𝐞𝐫𝐯𝐞𝐬 𝐭𝐡𝐞 𝐫𝐡𝐲𝐭𝐡𝐦 𝐚𝐧𝐝 𝐩𝐮𝐫𝐩𝐨𝐬𝐞 𝐭𝐡𝐚𝐭 𝐠𝐢𝐯𝐞 𝐚 𝐛𝐨𝐚𝐫𝐝 𝐢𝐭𝐬 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡. Here’s a framework I’ve found helpful for thinking about board leadership transitions more deliberately: 1. 𝐃𝐞𝐟𝐢𝐧𝐞 𝐭𝐡𝐞 𝐫𝐨𝐥𝐞 𝐞𝐚𝐫𝐥𝐲. If the conversation starts when a vacancy appears, it’s already too late. Defining the role and ideal profile early helps the board align around expectations. What kind of leader does the organization need at this stage of its journey? What balance of independence, influence, and institutional memory will strengthen oversight? 2. 𝐅𝐨𝐫𝐦𝐚𝐥𝐢𝐳𝐞 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬. Good governance requires clarity. Whose responsibility is it? The Nomination Committee, a dedicated Succession Committee or the Chair? How should potential candidates be exposed to the board’s dynamics? Formalizing these steps ensures consistency when the moment arrives. 3. 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲 𝐰𝐢𝐭𝐡 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. Boards often default to seniority or rotation, but longevity doesn’t always mean fit. The decision should reflect the company’s current needs and direction, not tenure alone. Benchmarking candidates against the defined role brings objectivity and alignment. 4. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐭𝐡𝐞 𝐂𝐄𝐎. The Chair–CEO relationship is among the most pivotal in governance. Involving the CEO early helps ensure alignment and chemistry, fostering a productive partnership from day one. 5. 𝐏𝐥𝐚𝐧 𝐭𝐡𝐞 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧. Even the most seasoned director faces a learning curve when stepping into the Chair role. Structured onboarding, through shadowing, joint meetings and mentorship from the outgoing Chair, helps transfer both knowledge and culture. Ultimately, good governance is as much about oversight as it is about renewal. So it’s worth asking: Do the boards you are part of plan for leadership succession as deliberately as they plan for strategy and performance?

There were two stories last week about potential executive leadership changes at JPMorgan Chase and BlackRock. There was uncertainty over the success process. This made me think about the risks when succession planning processes are lacking whether at a managerial or executive level. The impacts of when succession for key roles is uncertain include operational disruptions, loss of organizational knowledge, and diminished stakeholder confidence. Without a clear plan, companies may struggle to maintain stability and continuity during leadership transitions, potentially affecting overall performance and morale. To mitigate these risks, I recommend leaders take the following actions to establish an effective succession planning process: 1) Evaluate critical roles within the organization and identify potential successors, considering their skills, experience, and leadership potential 2) Invest in development programs that enhance the skills and capabilities of identified successors. Provide mentoring and coaching opportunities to prepare them for future leadership roles 3) Ensure the succession plan is a living document by regularly reviewing and updating it to reflect changes in the organization, market conditions, and individual progress. By proactively addressing succession planning, leaders can reduce the risk of not achieving success and enhance the resilience of their organizations. What do you believe is critical to an effective succession planning process? #RiskManagement #Talent #Strategy #Leaders Longview Leader Corporation

𝐀 𝐜𝐨𝐦𝐩𝐚𝐧𝐲’𝐬 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐢𝐬 𝐭𝐡𝐞 𝐬𝐡𝐚𝐝𝐨𝐰 𝐨𝐟 𝐢𝐭𝐬 𝐥𝐞𝐚𝐝𝐞𝐫. Culture is not built by policies or perks—it starts with the leader. How a leader thinks, acts, and manages their team sets the tone for everything that follows. Their priorities become the organisation’s priorities, and their behaviours shape the work environment more than any handbook ever could. If a leader values accountability, trust, and growth, those values become part of the organisation’s DNA. If they operate with fear, micromanagement, or indifference, the culture reflects that too. Employees don’t just follow rules; they mirror what they see at the top. How leaders manage their teams also defines the workplace atmosphere. Do they empower or control? Do they encourage innovation or resist change? A leader who trusts, supports, and challenges their people creates an environment where ownership, collaboration, and excellence thrive. Culture is not a slogan—it is a reflection. And it always starts at the top. #leadership #culture #growth #mindset #success #inspiration

Each generation of leaders either sets the limit or ignites the ascent for those who follow. Factories will be modernised, balance sheets will evolve, and even the brands we build will pass on to new leaders. What lasts is not the asset, but the values, ideas, and people we choose to invest in. Over time, I have realised that a lasting legacy is not defined by milestones but by the daily decisions that reflect our character. The courage to act ethically in private, the consistency in upholding principles despite easier alternatives, and the responsibility to prepare future leaders form the foundation of a strong culture. I am committed to shaping a legacy where the next generation inherits strong principles rather than unresolved challenges. I envision an industry that operates sustainably, with mills powered by renewable energy, recycled water, and circular processes. At RSWM Limited, our focus on sustainability and textile recycling is a deliberate step toward this goal. The legacy of people is just as vital. When leaders prioritise mentorship, knowledge flows freely, and cultures become resilient. I have seen young engineers rise to new heights because someone invested time to guide, challenge and support them. A single meaningful conversation can ignite a lifetime of wiser choices. Technologies will advance, and strategies will transform, but values, when practiced consistently, become an organisation’s most enduring competitive advantage. Titles may fade, and wealth may dissipate, but the impact we have on future generations persists. That is the legacy worth pursuing. #legacy #manufacturing #textiles #culture #leadership

I had the opportunity to share my perspectives with CNBC for their piece on Greg Abel stepping into the role Warren Buffett built … and what it really means when your former boss now reports to you. When a former leader has to report to their successor, most organizations treat it as a logistics problem. It isn’t. It’s a #psychology problem. A CEO’s sense of self becomes deeply fused with their title over time. When that title disappears, so does a core part of how that person understands themselves and their place in the world. What follows isn’t just awkward, it’s a layered mix of grief, legacy anxiety, and a strange kind of “role-lessness”: still present, but stripped of the authority that defined daily existence. And the new leader isn’t off the hook either. Promoted from within? Now you have to recalibrate peer relationships into reporting ones. Move too fast and you fracture trust. Avoid the hard calls and you lose credibility. There’s no comfortable pace. Meanwhile, the team stands in the middle: stepping on a minefield, wondering who to ask, whose answer counts, and what their own place is now. Here’s what actually helps: 1) Name the dynamic explicitly. Ambiguity is where resentment grows. A direct, private conversation about roles and expectations protects both parties. 2) Don’t confuse respect with deference. You can honor someone’s legacy and still make clear that final decisions are yours. These aren’t in conflict, but conflating them creates confusion for everyone. 3) Watch for the early warning signs. People consulting the former leader before the current one. Meetings splitting along old loyalties. Decisions being relitigated. Information being managed as power. The earlier you name these patterns, the easier they are to address. Once they harden, they become culture. 📍And one thing I’ll say clearly: organizations tend to overestimate the value of continuity and underestimate the psychological complexity of shared #leadership. In most cases, a clean break is not only simpler: it’s healthier. Find the article here: https://lnkd.in/dfqG4eEi

Leaders, when things are not going your way, what you say and do next can define your legacy. When your back is against the wall, it is tempting to speak out of frustration, make decisions in anger, or defend your pride. However, those moments stick and they can follow you for years. I had to learn this lesson the hard way. After losing a few contracts, I had to make one of the hardest calls of my career. I had to let my team go. These were people I deeply respected and had built something meaningful with. It was painful. Before I made any moves, I asked myself one question. "If I look back on this moment 10 years from now, will I be proud of how I handled it?" That one question grounded me. It reminded me that leadership is not just about winning. It's about how you carry yourself when you're losing. I chose to have honest, compassionate conversations. I made personal calls. I did everything I could to ensure that every person felt seen and respected, even in our goodbyes. It was not easy, but I know I showed up with the kind of integrity I would want if the roles were reversed. So if you are a leader navigating disappointment, backlash, or public scrutiny, pause. Think about the story you want to tell later. Pride fades, but your choices stay with you.

Succession Watch: Mastercard. The most important succession move this week was not a CEO change. No one took the corner office. No one left under pressure. And yet a company that moves trillions just redrew its entire senior team. On June 2, Mastercard announced a leadership redesign effective August 3. Ling Hai, who ran Asia Pacific, Europe, the Middle East and Africa, becomes CFO. Sachin Mehra, CFO since 2019, moves into a newly created Chief Business Officer role pulling global go-to-market under one structure. Linda Kirkpatrick takes Chief Services Officer, Dimitrios Dosis becomes Chief Commercial Payments Officer, Craig Vosburg moves to Vice Chair, and Raj Seshadri becomes senior strategic advisor to the CEO. ▸ This is architecture, not replacement. Six roles moved under a single logic: one global go-to-market structure. The org chart is being rebuilt around how Mastercard sells and serves, not around who left. ▸ The seat assignments are the tell. Moving a regional president into the CFO chair and a long-time CFO into a commercial role says the board is rewarding Business Acumen and operating breadth over functional specialism. ▸ The forward bet sits with one quiet line. Stablecoin, agentic and core payments now report into a single product leader. This is Strategic Planning expressed as structure, positioning the team before the growth rather than after it. The board takeaway: succession is not only about naming the next CEO. It is whether the layer beneath can be reshaped on demand when the strategy shifts. Mastercard just showed bench depth most boards only claim to have. Succession Health Score: 8 / 10. Planned. A deliberate, deep redesign staffed entirely from inside, executed from strength. Follow for more. #SuccessionWatch #SuccessionPlanning #PeopleStrategy #LSPr

Leadership Lessons from the Ramayana: Shri Ram Through the Lens of Management Theory In management, we study leadership models, ethics, governance, and execution. But centuries before MBA frameworks, the Ramayana offered the most complete leadership manual—through Shri Ram. 🔥 1. Values Before Victory (Ethical Leadership) Shri Ram chose dharma over dominance—even when shortcuts could guarantee success. In management terms: 👉 Long-term credibility always outperforms short-term gains. Ethical leadership builds institutions, not just profits. ⸻ 🔥 2. Emotional Intelligence in Action (People Management) Ram led with empathy—towards Sita, Lakshman, Bharata, Hanuman, and even Vibhishan. He understood motivations, fears, and strengths. Great managers don’t command loyalty. They earn trust. ⸻ 🔥 3. Right Delegation, Right Authority (Team & Capability Management) Shri Ram never tried to do everything himself: • Hanuman for intelligence & execution • Sugriva for alliance building • Lakshman for operational discipline • Jambavan for wisdom & guidance Effective leaders build ecosystems, not egos. ⸻ 🔥 4. Decision-Making Under Extreme Pressure (Crisis Management) Exile. Kidnapping. War. Uncertainty. Yet Ram’s decisions remained calm, reasoned, and values-driven. In management language: 👉 Stability at the top creates confidence at the bottom. ⸻ 🔥 5. Accountability at the Highest Level (Governance) After victory, Ram held himself to the highest standards—often harsher than others expected. True leadership means: The leader carries the greatest burden of responsibility. ⸻ 🔥 6. Purpose Beyond Power (Servant Leadership) Shri Ram ruled not to enjoy power, but to serve society. Modern organizations thrive when leadership asks: “What is my responsibility?” Not “What is my entitlement?” ⸻ 🔥 7. Succession & Legacy Thinking (Sustainable Leadership) Ram ensured continuity, not dependency. Systems mattered more than individuals. Great leaders build organizations that survive them. ⸻ ✨ The Management Truth from the Ramayana Leadership is not about charisma or control. It is about character, consistency, and commitment to a higher purpose. Shri Ram proves: The strongest leaders are those who never compromise on values—especially when it is difficult.