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Talent Across an Institution
Building a pipeline rather than a favourite: succession depth, retention of capable people, and the particular problem of a small state.
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01
The Development Audit
One page, once a year. Who has been given a real decision, who could hold each critical role in ninety days, and whose judgment leaves with them when they retire.
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02
Keeping People You Cannot Promote
Capable people in flat organizations leave because nothing is changing, not because no title is available. Scope, ownership, and honesty about the ceiling are what actually retain them.
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03
Building Depth Rather Than a Favourite
Concentrating development on one identified successor creates a single point of failure and stops the organization developing anybody else. Three or four, decided late, costs more and produces more.