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With “Baby Boomers” retiring in large numbers and their successors taking on jobs long before they are ready -- what could be more critical to a company’s existence than the choice and development of its leadership? And yet, while companies maintain thorough pools of future candidates who might step into the shoes of a key executive at a moment’s notice, a large number of leaders fail and are ill-prepared to do the jobs for which they supposedly have been developed to do.


Leadership succession is one of the most important leadership activities that a company can undertake.


Decisions about who gets development and who gets a specific job are critical and are certainly correlated to financial performance.

PCG’s succession advisory business is focused beyond the co-creation of a list of successors for key positions and rests on the broader principles of the three E’s:

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Identifying opportunities for successors to learn through intentionally providing day-to-day experiences.



Establishing occasions to learn from others both inside and outside of the firm in addition to volunteer opportunities.

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Enabling successors’ expertise through formal education focused on building personalized competency-based capabilities.

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