Author: Michelle Jones (Page 1 of 56)

Upgrade Your Company’s Succession Planning

When a senior leader leaves suddenly, companies often scramble to replace them—despite having a “succession plan.” Why? Because most planning is reactive, unclear, and overly broad. To ensure real readiness for leadership transitions, shift your approach with these four key pivots.

Move from replacement planning to future proofing. Don’t just identify backups for existing roles—define the leaders your future strategy will need. Use scenario-driven planning to map different paths your business could take, then develop leaders who could succeed in each. This aligns leadership development with long-term goals and builds true bench strength.

Shift from calibration to preparation. Rating potential leaders isn’t enough. Instead, tie development experiences directly to succession goals. Identify gaps, offer stretch roles, and pair rising talent with mentors and coaching that target upcoming transitions.

Make succession an execution priority. Treat succession like any other business-critical strategy—with owners, timelines, and key metrics. HR can support the process, but accountability should ultimately lie with executive leadership.

Expect leaders to produce leaders. Make developing future talent a core leadership responsibility. Encourage an organizational perspective; leaders should train successors not just for the benefit of their own teams, but for the company’s long-term needs

 

References:
Harvard Business Review (2025, July 22) Jeff Rosenthal and Molly Rosen: Where Traditional Succession Planning Falls Short

Regain Control of Your Calendar

According to user data from Reclaim.ai, a calendar-app company, the average full-time white-collar professional in the U.S. spends 17.8 hours a week in meetings. If you want to be happier at work (or want your employees to be happier), you should fight against the scourge of time-consuming, unproductive meetings at every opportunity. Here are some steps you can take to regain control of the calendar.

Ruthlessly avoid and cancel meetings. In many cases, as a leader, you can skip very large gatherings without consequence. If you’re the convener, cancel all meetings that don’t have a clear agenda or purpose. (Take this advice with caution if you’re an employee, of course.)

Build in workdays without meetings. If possible, create a policy of guaranteeing entire meeting-free workdays on your team. For example, in a hybrid format, a good policy might be to hold all meetings on the days when people come to the office.

Keep meetings to half an hour or less. Make meetings more efficient by having a tight focus and getting right to the point—and committing to finishing within a short window.

Don’t invite everybody. As the size of a group increases, members’ individual efforts tend to fall. Keep the group as small as possible by only including the minimum number of people necessary to accomplish the task at hand.

 

Adapted from:
The Happiness Files: Insights on Work and Life by Arthur C. Brooks

 

6 Types of Everyday Courage

Courage isn’t just for crisis moments—it’s a leadership skill you can build through consistent, values-aligned action. Start by focusing on these six types of everyday courage.

Moral courage: Act on your values. You can’t protect what you haven’t named. Identify your core values, define what they look like in practice, and communicate them clearly. Prepare for pressure by writing “if/then” statements to guide your response when values are tested. For example: “If funding compromises our principles, then we walk away.”

Social courage: Speak up, even if it’s unpopular. When silence feels safer, name the discomfort and speak with clarity: “This might go against the grain, but…” Normalize dissent by inviting contrary views and thanking those who challenge assumptions. Try assigning a rotating “contrarian chair” to keep fresh perspectives in play.

Emotional courage: Stay present in hard moments. Don’t deflect when emotions run high—acknowledge them without unloading them onto others. Before a tough conversation, name three feelings you’re carrying. Share one if it brings clarity and connection. Being real builds trust more than pretending you’re unfazed.

Intellectual courage: Question your own thinking. Model rethinking by saying, “Here’s my logic—what might I be missing?” Invite critique to normalize learning and adaptation. Don’t tie your identity to old strategies and ideas. Celebrate moments when you’re proven wrong with the same energy as when you’re right.

Creative courage: Back bold ideas. Creativity requires risk. Reframe failure as data by running low-stakes tests or pilots. Encourage your team with exercises like “bad idea” drills to unlock unconventional thinking. Then ask, “What did we learn?”—not just, “Did it work?”

Physical courage: Show up when it’s hard. Your presence matters. Spend unscripted facetime with frontline teams, especially during tough moments. Instead of delegating discomfort, walk into it. Treat in-person visits as mutual learning labs, not performative gestures.

 

References:
Harvard Business Review (2025, August 5) Alex Budak: 6 Ways to Practice Everyday Courage

Srini’s Tech Tip: Using Pivot Tables for Quick Reporting and Analysis

Pivot Tables are an amazing reporting feature in Excel and using them allows you take large amounts of data and aggregate it. This makes it easier to do quick analysis and look at trends and patterns without having to do complex or tedious methods or manually sifting through the data.

You can also create multiple pivot table reports on a single data set.  When the data changes or you add more data, just refresh one of the pivot table reports (right-click, refresh), and all the remaining pivot tables in the workbook also refresh and display new aggregate calculations.

It is recommended that you consolidate and group data into column categories and convert the data set into a table object (insert, table).  For example, instead of having each month as a separate column (Jan, Feb, Mar etc.), consolidate the data under a single column called “Months”.  Another example would be, instead of having a separate column for each quarter (Q1, Q2 etc.), consolidate the data under a single column called “Quarters”.  In other words, collect the data vertically instead of spreading out the data horizontally.  Let the pivot table perform the function of producing the columns and aggregate calculations. In the data world, this is called “normalizing the data”.  Having vertical data also makes it easier to perform other functions such as sorting and filtering.

Figure 1 below shows a commonly constructed report. While this appears neat and organized it is not ideal for data collection and produces more work if new data is to be included.

 

Can you spot a few issues with the data setup in Figure 1?
Solution:
  Get rid of the blank rows that split the data into multiple data sets, consolidate the months under a single column, and convert the data into a table object.  Additionally, identify the data with a year.

Figure 2 below shows the correct data structure for general analysis and also the required structure for aggregate calculations.  The pivot table reporting tool will aggregate the data and allow you to spread out the columns with the calculations.

Other advantages/functions in pivot tables:
More advanced users can produce grouped and tiered calculations, apply slicers to filter the data for the desired items, and also create pivot charts to further analyze the data.  Using the Filter quadrant in pivot tables, data can also be separated into multiple sheet tabs, while maintaining the pivot tables reporting structure.

 

Simple pivot table reports showing aggregate calculations:
(The data set has hundreds of rows but only 7 columns, and there is now also a “Year” column to identify the data for multiple years, unlike previous structure that only allowed for one year at a time, if you were to spread out the months in a separate column, i.e., 12 columns).

 

 

 

 

Final Thoughts: Pivot tables are not only powerful and fairly easy to use but also have robust functionality to do quick analysis and reporting.  They are also dynamic with the data source and avoid redundant work or manually having to update formulas.  There were no formulas written manually in the pivot table reports. Pivot tables allow you to also construct reports and charts, which give you a look and feel of dashboards.  They allow you to get an overview of the entire dataset in a relatively small effort.

« Older posts