If your top three leaders resigned tomorrow, what would actually happen?
Most organisations cannot answer that question honestly. There is a spreadsheet somewhere with names against roles, and everyone quietly knows those names aren’t ready.
Succession is not a document. It is whether the person is genuinely prepared on the day you need them to be.
On the spreadsheet
- A name against every role
- High potentials identified
- “Being groomed”
- A second line in place
- Continuity covered
On the day
- The same name against three roles
- By visibility, not evidence
- For what, and by when?
- Never decided without the boss in the room
- Critical knowledge with one person near retirement
Tick the ones you recognise
The test isn’t whether you have a plan. It’s whether you’d be comfortable if it were triggered next month.
Nothing is stored or sent. It is just for you.What it costs to leave this alone
An empty bench turns every senior resignation into an organisational event.
- Each senior vacancy costs months.A search, a market premium on compensation, and a year of ramp-up before full contribution.
- External hires into culture-sensitive roles fail.At uncomfortably high rates.
- Ambitious internal talent leaves.When it becomes clear there is no visible path upward.
- Business continuity risk sits on the board’s agenda.Unaddressed, quarter after quarter.
- Institutional and client knowledge is lost at each exit.Permanently, and rebuilt at full cost.
- The organisation stays dependent on a few individuals.Structurally.
Readiness is built, not spotted.
Identifying potential is the easy part, and most organisations do it reasonably well. Developing that potential deliberately - with real stretch, real feedback and real accountability - is where nearly every pipeline breaks.
We help you assess potential with evidence rather than instinct, then build genuine readiness through structured development, coaching and exposure to decisions that carry consequence.
- 1
Identify
DiscoveryFacilitated talent reviews that surface potential across the organisation, not just the people leadership happens to see.
Talent reviewsAcross the organisation - 2
Assess
DiscoveryDevelopment centres, psychometrics and 360° feedback to establish readiness objectively rather than by reputation.
Development centresPsychometrics360° feedback - 3
Develop
DesignIndividual development plans with genuine stretch - real projects, real exposure, real accountability.
Real projectsReal exposure - 4
Deploy
DeliverCoaching and structured support through the transition, which is where most promotions succeed or fail.
CoachingThe transition - 5
Review
DeliverRegular, honest talent review rhythms that keep the pipeline live rather than annual.
Live, not annual
Solutions we typically recommend
Rarely all six. Usually two or three, in this order.
Assess
Readiness by evidence, not reputationTalent review facilitation
Structured, evidence-based conversations about your people, facilitated neutrally.
Leadership assessment & development centres
An objective read on readiness for the next level.
Let’s stress-test your leadership pipeline
Bring us your top three critical roles. In 45 minutes we’ll walk through how ready you actually are, and what would close the gap.