Per my experience appling team self assesment works, in a trustful environment high performance assesments are ideal to ensure strenghts and opportunity areas and be able to define next steps, career paths or accelerated solutions. It is key to assess again at the end of the established plan to validate changes.

Really useful. I would add that kepping the team engaged, and having a clear purpose can help identifying priorities and challenges.

That is very true. Moving from being reactive to creating a culture built on clear outcomes is the first step. Secondly, to help determine who is in the right roles, a good assessment tool can be of great assistance.

"How to monitor and track progress" are the words that jumped out at me. This is a fundamental aspect of creating a great culture based on prioritising people as the core of motivation and innovation. For example knowing how stressed and the well-being of your team is fundamental to good leadership.

Maybe in this stage would be nice to consider which technologies are available to support the plan, and if the team is able to work with that.

It would be nice to add that even if the project fails, it is important to learn and grow from there. Not all projects will be a success, and it is important to learn from failure as well.

As a leader, being involved in the hiring process is the key to success here, especially for a smaller organization. Not to keep control of everything, but to understand each person you are hiring and where they fit into your succession planning process. Knowing who and what talent you are hiring will help you to develop people into the leaders you want and need in your organization. Also, you have to challenge your high potential, future leader, employees with projects of their own and trust their decision making. Sound decision making comes from trust and reflection. Always take the time to reflect on major decisions with these employees to ensure they understand why it was or wasn’t a great decision.

Although we have been talking in this article about things we must do to get things done (operations) - the leading team also needs to think beyond managing, beyond any one specific project and beyond one specific result. The leading team must have a forward thinking and compelling vision, one that will unite and bring people together and spark a number of initiatives and a future. Otherwise, manage well and you will succeed in THIS project. However, when the market changes, our customers change, conditions change, competition changes, we will be so focused on one specific goal and one specific way of doing things that we will be unable to create the vision and the conditions for our teams and our organization to grow and adapt.

In addition to the excellent inputs above, building a leadership pipeline is also about understanding that there is no one ideal leadership type. As such, it helps to appreciate all the various styles and their strengths. This helps leverage leaders better.

Al dejar de ver puestos, títulos y educación, podemos ver a nuestro equipo por 3 enfoques: 1. Lo que saben hacer bien. 2. Lo que quieren hacer. 3. A dónde quieren llegar. Cuando usas skills como moneda de cambio, puedes buscar los puntos de encuentro entre lo que se necesita para ocupar una posición, las habilidades que se requieren, y quienes las poseen y están encaminándose hacía ello.