💡 One subject that has appeared more frequently on board of directors’ agendas in the past five years than in any previous decade: TALENT. Necessarily, governing bodies have spent significant time, energy and organizational resources on talent acquisition, development and retention. Many organizations, with full board support, have adopted variations of a “grow your own” talent development strategy. This strategy extends to the C-suite, including identification and preparation of internal executives for possible promotion to the CEO position. Many boards, therefore, expect the incumbent CEO to mentor selected senior leader(s) to be a potential CEO successor in the future. Even for highly experienced executive leaders, there is much to learn about stepping into the CEO role. Preparing a potential CEO successor for the governance and board-related aspects of the CEO’s responsibilities requires a robust training approach. Consider any combination of these options for governance and board exposure. The potential CEO successor can: ➡️Join and fully participate in the board’s governance committee. ➡️Attend and participate in all board committees on a rotational basis. ➡️Take the lead in working with the board (or the governance committee) to plan the board’s education calendar for a year. ➡️Lead the onboarding and orientation for new directors. To learn more, read the full article by Kimberly A. Russel, LFACHE, CEO of Russel Advisors, in the March/April Edition of Healthcare Executive here: https://bit.ly/3EWouI3 (fb)

Join Myra Richley, Vice President, Health Systems Marketing, Exact Sciences, to understand actionable techniques to strengthen team cohesion, boost resilience and create an inclusive environment. Don’t miss this opportunity to enhance leadership skills and cultivate a strong, collaborative team culture. Learn more and register here: https://bit.ly/4kabVYH (fb)