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Resistance to Strategy Development and Leaders' Intuition

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1. Strategy-driven talent management is considered the most effective way to acquire and maintain top talent. Develop three possible ways that senior leadership might resist the development of a strategy and one way to combat each of these types of resistance to ensure a sustainable talent management strategy remains in place. (Please add references).

2. Debate the value of leaders who profess to have their own methods to identify high-potential employees. Consider the risks involved with an unstructured method to select future organizational leaders. (Please add references).

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This detailed solution discusses three possible ways that senior leadership might resist the development of a strategy and one way to combat each of these types of resistance to ensure a sustainable talent management strategy remains in place. It also discusses the value of leaders who profess to have their own methods to identify high-potential employees, considering the risks involved with an unstructured method to select future organizational leaders. Examples and APA formatted references are included.

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1. Strategy-driven talent management is considered the most effective way to acquire and maintain top talent. Develop three possible ways that senior leadership might resist the development of a strategy and one way to combat each of these types of resistance to ensure a sustainable talent management strategy remains in place. (Please add references). 



Strategy driven talent management is considered the most effective way to acquire and maintain top talent. It involves having a consistent plan in which to recruit, manage and promote employees. Senior leadership may resist development of a strategy for several reasons:
1. Senior leaders want to ensure their place within the organization and are fearful of younger, talented, or more driven opponents. In order to combat this type of resistance it is important to ensure that there is a detailed succession plan within the organization.
2. Senior leaders may be reluctant to allocate the time necessary to develop a strategy. Harvard Business Review notes that "succession planning feels like a waste of time" (Goldsmith, 2009) because there is a lack of "bench strength" among staff and ...

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Sally Baldwin, Ed.D
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  • MSS, United States Sports Academy
  • Ed.D, Boise State University
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