Top 100 shows
profiled to identify what makes an event leader succeed
9 regions
with HR representatives trained to run the process themselves
Worldwide Board
presented with a full senior management readiness review
Future event leaders needed identifying from within the existing workforce, with no formal pipeline or readiness process in place
Building a succession pipeline for the people who run the show
Global Events Company needed to identify future event leaders from its existing workforce, build a genuine talent pipeline, and put stronger succession planning in place.
Without a structured way to identify and develop future leaders, the organization risked losing the institutional knowledge and leadership capability that its biggest shows depended on.
The process needed to be credible enough to influence the Worldwide Board’s view of the senior management team, while also being something regional HR teams could run themselves, not just a one-off exercise run centrally.
Profile, assess and equip HR teams to run it themselves
Job profiling, stakeholder workshops, individual assessment, and a nine-box readiness view, handed over to regional HR teams.
Define what good looks like
Job profiler sessions with event leaders and managers from the top 100 shows, followed by three stakeholder workshops using Wave® Card Decks, defined the behaviors that predict success in future event leadership.
Assess the individual
Candidates completed Professional Styles and Wave Performance 360, giving a rounded view of style and how others experience their leadership.
Equip HR to run it
Regional HR representatives from nine regions were trained to deliver 1-2-1 feedback conversations themselves, and results were populated into a nine-box grid assessing readiness for Future Event Leadership roles.
with HR representatives trained and equipped to run feedback conversations themselves
A succession pipeline the business can keep running itself
Job profiling, individual assessment and a nine-box readiness view gave Global Events Company a genuine succession pipeline, plus the regional capability to keep it going.
Strengths and development areas were identified for the senior management team and presented in full to the Worldwide Board, giving leadership a clear, evidence-based view of succession readiness.
HR representatives across nine regions were trained to deliver feedback conversations themselves, meaning the process didn’t stay dependent on a central team, and could be repeated as new future leaders came through.
Building a succession pipeline your regions can run themselves?
We can help you profile, assess and hand over a repeatable process for identifying future leaders.
