Developing a Succession Plan

Your best employees are hiding in plain sight. But you can't see them because you don't know what skills they actually have. Most manufacturing teams are flying blind. They assign projects based on job titles. They plan training based on assumptions. They miss development opportunities daily. Then wonder why productivity stays flat. The problem isn't your people. The problem is your visibility. You need a skill matrix. A simple visual tool that maps what your team can actually do. Not what their job description says. Not what you think they know. What they can actually deliver. Here's what changes when you map skills properly: You stop guessing who's ready for promotion. You identify training gaps before they hurt production. You balance workload across actual capabilities. You plan cross-training strategically. You make succession planning real. The matrix shows everything at a glance. John is expert at welding but needs machine setup training. Sarah can train others in quality but struggles with leadership. Mike knows four areas well but has zero leadership experience. Lisa is your future leader but needs technical development. Suddenly you have a roadmap. Not just for today's assignments. But for building tomorrow's capabilities. Most managers make development decisions in the dark. They promote based on tenure. They train based on complaints. They assign based on availability. Smart managers use data. They see exactly where their team stands. They plan development paths systematically. They build bench strength intentionally. Your team has hidden potential. The skill matrix reveals it. Are you ready to see what you've been missing?

I've met thousands of high-ranked leaders throughout my consulting career, and there is 1 distinguishing factor that sets apart those who have achieved both: built a high-performing team but also fostered an inclusive culture within it. That factor is 👉 Intellectual Humility. Leaders who possess this invaluable trait say to me: 💬 "Oh, I didn't know about it. Tell me more." They approach every learning opportunity with curiosity, recognizing the infinite nature of knowledge. Embracing the unknown, they seek to expand their understanding and grow as individuals. Their intellectual humility drives them to actively bridge gaps in their knowledge. 💬 "Even if it's hard for me to understand, I know it's important for other people." Acknowledging diverse perspectives, these leaders cultivate empathy and understanding. They value the enrichment that comes from diversity, fueling innovation within their teams. By prioritizing the experiences and viewpoints of others, they create a culture where everyone feels valued and heard. 💬 "I see now I made mistakes in the past, and now I know how to learn from them." These leaders embrace self-reflection and vulnerability. They view mistakes as growth opportunities, inspiring their teams to embrace a culture of psychological safety. Learning from failures becomes a celebrated part of their journey, fostering a resilient environment. 💬 "We're all so different, and I will leverage this uniqueness as our superpower." These leaders not only embrace diversity but also celebrate it. They cultivate an inclusive environment that empowers each team member to contribute their talents, experiences, and perspectives. By unlocking the full potential of their teams, they foster a sense of belonging and drive collective success. 📚 Research also supports the need for such leaders: ✏ Intellectual humility predicts mastery behaviors (Porter et al., 2020) ✏ Intellectual humility is related to a growth mindset of intelligence (Schumann, 2017) ✏ Intellectual humility is associated with high levels of engagement (Meagher et al., 2020) and employee satisfaction (Krumrei-Mancuso et al., 2021) By embodying curiosity, empathy, learning from mistakes, and celebrating diversity, leaders unleash the potential of their teams. Together, they achieve new heights of collaboration, innovation, and success. ________________________________________ Are you looking for more leadership tips and DEI content like this?  📨 Join my free DEI Newsletter: https://lnkd.in/duxDH3Q7

Sometimes the person with the most potential is not the one getting the most attention. In my research on high achievers, from Nobel Prize winners to Olympians and astronauts, one pattern shows up again and again. Early signals of potential are often subtle, uneven, and easy to misread. That is where many leaders get it wrong. We reward consistency and polish, and we overlook growth in progress. If you want to spot high potential earlier, you have to separate what you know from what you are assuming. Here is a quick way to test your judgment 👇 Think of one person on your team. Not your obvious top performer. Choose someone you are still figuring out. Now ask yourself: 🔍 What have I actually observed? Not impressions. Not reputation. What specific behaviors have I directly seen? 🧠 Where might I be making assumptions? Are you inferring their motivation, ambition, or ability without clear evidence? 📈 How am I interpreting uneven performance? Growth is rarely linear. What looks inconsistent may actually be someone stretching into a new level of capability. 🚀 What signals of potential are present? Look for three patterns I consistently see in top performers: • They volunteer for work they have never done before • They improve quickly after feedback • They think beyond their role and connect ideas across teams Even one of these is a strong signal. 📊 How much data do I really have? Are you forming this judgment based on a few moments, or a pattern over time? Now make it actionable. Choose one way to test your assumption this week. Give them a stretch assignment. Ask them to walk you through their thinking. Or observe how they learn in real time. High potential does not always look polished. But if you know what to look for, you can recognize it while it is still developing. ✦ ✦ ✦ Dr Ruth Gotian is a scholar and keynote speaker on success and high performance. Press follow and set the 🔔 to "Always" to learn how the world's highest achievers succeed, and you can too.

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?

The first thing that hit me when I joined this mid-sized engineering company as a CHRO was the lack of structured #SuccessionPlanning. At an organizational growth rate as steep as it was, the importance of a robust #SuccessionStrategy to keep our growth momentum on track and ensure continuity in leadership was very clear. To this end, I initiated my work with a critical review of our current leadership structure, #TalentPools, and future organizational requirements. I met senior leaders and key #stakeholders to identify critical roles for which #SuccessionPlans should be developed. This review identified several gaps and potential risks. Some of the huge barriers were #ResistanceToChange. To many senior leaders, succession planning was an unnecessary complication rather than a strategic necessity. Secondly, our #TalentManagementSystem lacked the necessary analytics to effectively predict and plan for the #leadership needs of the future. The next challenge in the process was to make the process inclusive and unbiased. We did not only need a system that would identify the #FutureLeaders, but one that would also be fair and transparent in the development of their capacity. Knowing these challenges, we established a comprehensive #SuccessionPlanningFramework that includes both quantitative and qualitative tools. #TalentAssessmentTools: We used #PsychometricAssessments, performance reviews, and 360-degree feedback to assess the current leader in finding a successor. Tools like #HoganAssessments and #GallupStrengthsFinder helped us truly understand individual capabilities and suitability for future roles. #LeadershipDevelopmentPrograms: Based on assessment results, customized development programs for potential successors have been designed. This includes #mentorship, #coaching, and focused training sessions to get over the shortcomings in competencies and groom them for the leadership role. #SuccessionPlanningSoftware: We implemented succession planning software in the HR system— #SAPSuccessFactors and #CornerstoneOnDemand. These tools enabled us to track potential successors, review development progress, and evaluate succession readiness. It runs scenario planning and #SuccessionModeling to simulate organizational changes and what would be affected in such scenarios. Our succession planning strategy, therefore, bore its first benefit: a strong #LeadershipPipeline ready for the challenges ahead and improved employee engagement through clear career pathways. It also enhanced the organizational agility required for smoother transitions. Our organization is more resilient, with a strategic approach toward developing leaders that places us in good stead for the future. #CHRODiaries #SuccessionPlanning #LeadershipPipeline #HighPotentialEmployees #PerformanceAssessment #360DegreeFeedback #ChangeManagement #CareerProgression #EmployeeEngagement #StakeholderBuyIn #OrganizationalGrowth

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗻𝗼𝘁 𝗯𝗼𝗿𝗻 𝗳𝗿𝗼𝗺 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗹𝗼𝗻𝗲 — 𝗶𝘁’𝘀 𝘀𝗵𝗮𝗽𝗲𝗱 𝗯𝘆 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗔𝗴𝗶𝗹𝗶𝘁𝘆, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲 𝗥𝗶𝘀𝗸 ! 🔑 Students who scored higher on Presence and Agility (linked to Extraversion and Openness to Experience) were more likely to step into leadership roles. 🤝 Sociability and intellectual curiosity — long studied as drivers of emerging leadership — remain powerful predictors of who rises to lead. ⚡ Personality‑based agility measures show that comfort with switching gears under pressure, even at the risk of mistakes, reflects the adaptability leaders need most. 🎯 Interestingly, those who spread their effort across multiple smaller tasks (rather than focusing only on high‑reward ones) showed a stronger propensity for leadership. 🧭 And at its core, leadership is about making decisions with limited information, balancing potential rewards with unknown consequences. Understanding how someone approaches risk—strategically, emotionally, and cognitively—can offer valuable clues about their leadership approach, according to a fascinating research published by a team of researchers from Korn Ferry Wharton Neuroscience Initiative Student Society, and Lazul.ai using data from students at the University of Pennsylvania. ✅ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:  I believe these latest amazing findings could mark a real turning point for organizations striving to build stronger leadership pipelines. If we can identify leadership potential, early before years of experience accumulate, it opens up entirely new ways to nurture and support future leaders from the very beginning of their journey. It also means we may discover high‑potential talent in places we’ve overlooked. Someone who doesn’t fit the “traditional mold” might still carry the adaptability, curiosity, and resilience that great leaders need to thrive. What excites me most is the shift from relying solely on résumés (CVs) or past achievements to looking at real‑time behaviors and mindsets: 🔍 How people adapt under pressure 🔍 How they balance risk and reward 🔍 How they stay engaged across multiple priorities 🔍 How they bring presence, agility, and curiosity into the moment By combining personality insights with behavioral data, we gain a fuller, richer picture of how leadership takes shape often long before it’s made official with a title. Thank you 🙏 Korn Ferry Wharton Neuroscience Initiative Student Society, and Lazul.ai researchers team for these insightful findings: Amelia Haynes Sarah Hezlett Elizabeth Johnson, PhD Jean-Marc Laouchez James Luria Lewis, PhD Michael Platt, PhD, PMP Winston Sieck 🔑Are we overvaluing experience and undervaluing adaptability when identifying future leaders? #Leadership #Agility #Adaptability #PeopleDevelopment

[𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗼𝗻𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗦𝗠𝗨-𝗦𝗜𝗗 𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿𝘀𝗵𝗶𝗽 𝗖𝗼𝘂𝗿𝘀𝗲] 𝗥𝗲𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻, 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗮𝗻𝗱 𝗠𝘆 𝗥𝗼𝗹𝗲 𝗮𝘀 𝗮 𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿 Back when I took part in an advanced board programme focused on succession planning, board effectiveness, and aligning human capital with long-term strategy. It was not just informative, it reshaped the way I think about my responsibilities as a director. For years, I have understood the importance of succession planning. But here’s the truth: many of us still treat it like a contingency plan, not a culture. ✅ 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝘀𝗵𝗼𝘂𝗹𝗱 𝗯𝗲 𝗮 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀, 𝗳𝗼𝗿𝘄𝗮𝗿𝗱-𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀. Not a reaction to retirement or crisis, but a strategic function that builds leadership capacity long before we need it. ✅ 𝗧𝗵𝗲 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗿𝗲 𝗼𝗳𝘁𝗲𝗻 '𝗶𝗻𝘀𝗶𝗱𝗲-𝗼𝘂𝘁𝘀𝗶𝗱𝗲𝗿𝘀'. These are individuals developed internally who bring just enough objectivity to challenge legacy thinking. It made me rethink our instinct to look externally by default. ✅ 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗷𝘂𝘀𝘁 𝗽𝗮𝘆, 𝗶𝘁’𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗹𝗲𝘃𝗲𝗿. It reflects what the company values, reinforces culture, and drives the behavior we need for long-term value creation. ✅ 𝗕𝗼𝗮𝗿𝗱𝘀 𝗺𝘂𝘀𝘁 𝗵𝗼𝗹𝗱 𝘁𝗵𝗲𝗺𝘀𝗲𝗹𝘃𝗲𝘀 𝘁𝗼 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝘀 𝘁𝗵𝗲𝘆 𝗲𝘅𝗽𝗲𝗰𝘁 𝗳𝗿𝗼𝗺 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. That includes structured self-assessment, renewal, and clarity of purpose. 👣 So, what changes will I bring to the #boardroom?  • Introduce regular, board-level talent and succession reviews  • Recalibrate leadership criteria based on where we’re going, not where we’ve been  • Encourage greater transparency in how we develop and retain high-potential talent  • Align incentive structures with performance, values, and long-term strategy  • Drive a more honest, data-driven approach to board evaluation and renewal This experience reminded me that governance is not static; it evolves with the business, its people, and the world around it. If you're serving on a board, in a nomination committee, or in a leadership role: 𝘢𝘳𝘦 𝘺𝘰𝘶 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘵𝘩𝘦 𝘧𝘶𝘵𝘶𝘳𝘦 𝘰𝘧 𝘺𝘰𝘶𝘳 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯 𝘰𝘳 𝘫𝘶𝘴𝘵 𝘮𝘢𝘪𝘯𝘵𝘢𝘪𝘯𝘪𝘯𝘨 𝘵𝘩𝘦 𝘱𝘳𝘦𝘴𝘦𝘯𝘵? Singapore Management University Singapore Institute of Directors #Leadership #SuccessionPlanning #CorporateGovernance #BoardEffectiveness #ExecutiveCompensation #HumanCapital #StrategyAlignment

The HR ladder is gone. AI built a ramp in its place, and it moves faster. Most companies still use job levels from another time: Entry, Specialist, Expert, Senior, Master, Manager. Each step used to take years. You learned, you waited, you climbed. That system doesn’t fit anymore. AI doesn’t reward time. It rewards results. What took ten years to master before can now change in two or three. A skill that mattered last year might already be outdated. But HR still promotes people on long timelines. They still think experience means growth. It doesn’t. A new graduate who knows how to use AI well can work like a senior in half the time. Sometimes even better. The system has no way to measure that. In some jobs, skills last less than two years. But HR still acts like careers move slowly. Here’s what happens: → Top performers wait too long for recognition. → Average workers hide behind titles that don’t match their impact. → Managers can’t explain why an intern is producing senior-level work. If HR wants to stay useful, it has to change how growth works. Here’s one way to fix it: 1. Fewer levels, faster movement Skip the six-step ladder. Think in three levels: - Entry: learning and context - Core: steady results and ownership - Senior: proven impact with AI, systems, or people Someone can move from entry to senior in a year if their work shows it. Yes, even a college intern. ⸻ 2. Measure learning speed, not time served Ask, “How fast can you learn and use what’s new?” In today’s world, being quick to learn is the most valuable skill of all. ⸻ 3. Let titles match the work If someone delivers at a higher level, give them the title. Not because of age or years on the job. Because of what they produce. ⸻ 4. Redefine leadership Good leaders don’t guard knowledge. They help others get better and use AI to raise the whole team’s results. ⸻ Studies show that almost half of all job skills will change in the next few years. That means many job descriptions are already out of date. The future of performance isn’t a slow climb. It’s a ramp anyone can run up if they move early. HR’s job now isn’t to count years. It’s to reward speed, learning, and results. The next “senior” might not be the one with the longest résumé. It might be the intern who just automated half the team’s work. How long before HR stops measuring time and starts measuring impact?

India’s boardrooms say “diversity & renewal.” Too many still practice “same seats, new cushions.” In 1,000s of executive coaching sessions, I’ve seen stellar strategy stall because the board lacked fresh lenses and true independence. Diversity isn’t optics—it’s risk control and growth oxygen. A listed client’s audit scare became a talent reset: 🧭 skills-matrix review, 🔁 rolling 24-month succession slate. Within a year, meetings were sharper—and so were results. ACTIONABLE TAKEAWAYS 1. Run a Board Skills Matrix quarterly; map gaps to strategy (digital, ESG, pharma/reg). 2. Build an independent-director bench: 3 names per seat before you need them. 3. Enforce term, age, and over-boarding limits—no “indispensables.” 4. Tie committee chairs to capabilities, not tenure. 5. Onboard like a mission: 90-day briefings, plant visits, customer calls. What’s the one board capability your company will absolutely need by October 2026—and who’s on your slate to bring it? “Board renewal is a risk tool disguised as a people decision.” Follow me, Sudhakar Reddy G., for more insights on Leadership and Board Governance. Coach. Mirror. Certified Corporate Board Director. “Like a silent conch in the storm — true coaching calms, awakens, and guides from within.”

“Shadow succession” is real. Your next GM is already doing the job, just without the title. I see it in big consumer teams all the time. A high-potential leader starts running the war room on price and promo. They craft the board pre-read. They own the messy cross-functional launch. No formal track. No press release. Quiet reps on the real levers. This works because capability grows faster in the wild than on a slide. It also backfires when the rules are unclear. What it looks like when it’s healthy: → Rotating ownership of a P&L slice for 90 days with a clear success metric. → Two-in-a-box on a critical retailer, the successor runs point while the CCO shields. → Interim handoffs during leave or M&A, with coaching and honest debriefs. → Exposure reps that matter, monthly board pre-reads, not just town halls. Where it goes wrong: → Ghost promotions without air cover or comp. → Favorites and politics instead of criteria. → Burnout from “stretch forever” assignments. → Keeping talent in the shadows so long they take a brighter offer. How I coach CEOs to do this well: → Name the skill gaps upfront and design reps to hit them. → Set time boxes and evaluation gates. If it’s not a fit, protect dignity and reset. → Pair every stretch with a sponsor who clears roadblocks. → Tie recognition and compensation to the work, even before the title. → Document the playbook so HR can convert shadow progress into a formal path. Quick tell that shadow succession is already happening in your org: who gets called first when something breaks, who writes the narrative before big meetings, and whose influence crosses functions without a badge. If you do this with intent, you build a real bench and reduce time-to-trust when the seat opens. If you leave it to whispers, you risk losing the person you were quietly grooming. Be honest: who is already doing the job in your world, and what’s your plan this quarter, name it or lose it? #Leadership #SuccessionPlanning #FMCG #CPG #ExecutiveSearch #TalentManagement #ConsumerGoods #PrivateEquity #CEO #CHRO #WomenInLeadership #HighPotential #OrgDesign #CareerGrowth