Pathways For Success
Contributors:
Pat Grant
Matt Lane
Al D’Iorio
All growth-focused organizations should develop a clear a Pathway to Success is a required area of development for all organizations. CFOs are responsible for not only developing success plans for their future leaders and should be involved with the allocation of resources for all departments. The concept applies to all sizes of companies and types of organizations (public/private/not-for-profit). The program should not only be designed for the subordinate, but also the manager overseeing the leader. Professional relationships are important for managers to reinforce the Pathway of Success. Pathway to Success programs need to be formal and comprehensive programs managed by human resources and budgeted by CFOs. These types of programs are designed for management continuity, legal/statutory, corporate by-laws, and competitive edge. Small to mid-size private companies cannot overlook the need for a Pathway to Success for new associates or more senior leadership. Without a clear path, talented subordinates may not see the future and look to more sophisticated organizations to pursue advancement. Not being able to attract appropriate talent or keep talent can risk small to medium size company on-going concerns. Pathway to Success is likely a more legal and required process for large and public companies. These companies have more formalized requirements and by-laws that demand a formal program due to stakeholders’ requirements. The newest of these requirements might include Diversity, Equity & Inclusion. There are also other statutory and legal requirements for Pathways to Success. An example would be a CPA firm and the requirements needed to advertise as a CPA. Laws are different by state and industry, so it would be prudent to review such laws when developing training for a Pathway to Success. The mentors who create, develop, and implement the Pathway to Success for leadership must be able to cultivate trust and respect throughout the team. CFOs and other leaders must ensure that the Pathway is not only a direct relationship, but also a company beneficial relationship.
“Successful pathways have mentors along the way.” — Christin McClave, AchieveNEXT Operating Partner
20 I ACHIEVENEXT HELPING NEW MANAGERS SUCCEED
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