People have done a lot of thinking about leadership – what to make of it all?
What have I learned from my many years of tracking the literature, advising and developing executives and executive teams, and taking on tough leadership roles?
Like most business patriarchs who are fortunate to have their sons and daughters desire to follow in their footsteps, there comes a point in time where they need to consider succession. What is the obvious choice?
Part 3 of our video series with Gerald (Gerry) Pulvermacher, Ph.D., C.Psych. focuses on the importance of finding the right advisors – with relevant credentials and experience – to help your family business with succession and transition planning. As Gerry says, trust...
In Succession and Transition Planning Part 2 of 3, Gerald (Gerry) Pulvermacher, Ph.D., C.Psych. considers elements that frequently take a back seat during family business succession. As Gerry discusses, succession is not the slam-dunk many think it will be. Problems...
In this first video in a series of three, listen to Gerald (Gerry) Pulvermacher, Ph.D., C.Psych. discuss succession planning for family businesses, including properly developing the next generation for future roles, making sure family and non-family are aligned, and...
Discussions around having more women at the leadership table have gathered momentum as companies focus on fostering greater diversity and inclusion.
While Canada has seen a steady albeit slow growth in the advancement of women in business, diversity gaps are still prevalent at the board level
By highlighting key areas and identifying potential mitigation measures, Gerald provides patriarchs and matriarchs with a helpful starting point for recognizing and resolving conflict around succession.
by: Gerald Pulvermacher, Ph.D. and Hartley Stern, MDDon't vacate your office space yet! How many of us have now heard or read ominous reports of the demise of commercial office space as we know it; that landlords are in dire straits and best unload their properties...
Psych testing isn’t a game. Regardless of how long they have been around and how many people have completed them, it can be dangerous to apply these in settings where the consequences can be life changing.
In this position paper, we review the known root causes of this disaster, including: governance, structural relationships within the broad health care system, funding (public and private), and human resources, all necessary but not sufficient to repair the deficiencies. We will emphasize what we believe are the most challenging but fundamental requirements for change: leadership and culture.
Peak performance and the likelihood of achieving growth toward full potential are rarely solely under the control of the individual doing the job. Instead, it is influenced by the institution in which they work. Determining the organizational position and identifying areas that may need to change requires asking some pointed questions. Are the right resources in place? Is the proper structure in place? Is the right leadership in place? Is the culture appropriate to allow strong performance?
Succession planning is akin to changing the car’s wheels while it’s hurtling down a highway at 100 miles an hour. The next generation needs to be brought up to speed, but business doesn’t stop because there’s a transition. Patriarchs need to be confident that if they’re going to hand over the keys to the kingdom, new leaders need to have what it takes to maintain momentum.
Contact us for innovative and proven approaches for transitioning your business to the next generation, for refreshing strategy and organization structure, and optimizing leadership & organization performance.