High-potential employees are easy to spot – they’re usually quick on the uptake, light on their feet, and have a high capacity for growth. Leaders are attracted to hiring people who they believe will grow into roles, however, they don’t always invest the proper training to get them there. Taylor Griffin and Courtney Hamilton discuss how leaders can ultimately build out a mosaic of talent across their team that’s going to meet the needs of the business today and the business of tomorrow.
Coaching C-suite executives and board directors for top performance and talent optimization across the organization, Taylor Griffin works across a broad range of company size and stage – from the largest Fortune 50 global corporations to private-equity portfolio companies and emergent VC-backed firms. Taylor works with these leaders to continuously attain higher levels of performance, grow successfully into new roles or new organizations, and build their “viability” as succession candidates for the C-suite or the CEO role itself. With deep experience working with management and boards on “people” issues and succession projects, Taylor has contributed multiple pieces of research and articles such as “When High Performers Behave Badly,” published in C-Suite and co-authored with her colleague Courtney Hamilton, and “How Boards Should Evaluate Their Own Performance,” published in Harvard Business Review and co-authored with Stanford Graduate School of Business professor David Larcker, researcher Brian Tayan, and her colleague Stephen Miles. Prior to helping found TMG, she was with Heidrick & Struggles’ Leadership Consulting Practice.
Courtney Hamilton works with senior executives in both Fortune 500 companies and private equity- and VC-backed firms to assess and develop talent. She advises boards and top teams through their most critical leadership challenges – including CEO successions, organizational change initiatives, and key executive transitions and new hires. With extensive experience in executive coaching and development, her work crosses a broad range of industries, from financial services, technology, and media to industrial products, consumer products, manufacturing, transportation, and healthcare. Courtney co-authored with Stanford Graduate School of Business professor David Larcker, researcher Brian Tayan, and her colleague Stephen Miles the paper “Where Does Human Resources Sit at the Strategy Table?”. For C-Suite magazine, she contributed the article “When High Performers Behave Badly” with her colleague Taylor Griffin. Prior to joining TMG, Courtney ran livingsocial’s market entry strategy in Asia. She has worked in investment banking and in marketing at American Express in Beijing and FBR & Co. in New York.