Align and Accelerate

Founder

SciMed Consulting

Clinical Research Consultant

The CLINICAL TRIAL Company (ANZ) Pty Ltd

General Manager and Director

The Janssen Pharmaceutical Companies of Johnson & Johnson

Local Trial Manager, Early Developement and Clinical Pharmacology

Novartis

Project Manager, Local Studies

Mundipharma International Limited

Clinical Study Manager

Clinical Project Manager, Medical Affairs Operations

Roche Pharmaceuticals

Study Manager

We help stagnant professionals fast track their careers for more impact, influence and income. DM me for a complementary strategy call.

I fast-track the careers of professionals who want to make more impact, influence, & income with a focus on authentic leadership with integrity.

✏️𝐓𝐫𝐲 𝐦𝐲 𝐟𝐫𝐞𝐞 𝐧𝐞𝐰𝐬𝐥𝐞𝐭𝐭𝐞𝐫- The Career Coffee Ledger. Kick off your week with essential tips, clever hacks, and lessons from my own missteps to fuel your journey to career success- minus delay. (It gets better with a hot chocolate or coffee :) https://bit.ly/48UZf2c

🔎 See how my 𝐅𝐚𝐬𝐭 𝐓𝐫𝐚𝐜𝐤 𝐂𝐚𝐫𝐞𝐞𝐫 𝐀𝐜𝐚𝐝𝐞𝐦𝐲 𝐌𝐚𝐬𝐭𝐞𝐫𝐦𝐢𝐧𝐝 can help you: https://bit.ly/3MK89GP

A certified RAPID Results coach with over 20 years of corporate experience who 𝐡𝐢𝐫𝐞𝐝, 𝐛𝐮𝐢𝐥𝐭 & 𝐦𝐚𝐧𝐚𝐠𝐞𝐝 𝐡𝐢𝐠𝐡 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐭𝐞𝐚𝐦𝐬 𝐚𝐜𝐫𝐨𝐬𝐬 15 𝐜𝐨𝐮𝐧𝐭𝐫𝐢𝐞𝐬, I graduated with a Doctorate in Science before entering the corporate world. 

𝐈 𝐧𝐨𝐭 𝐨𝐧𝐥𝐲 𝐬𝐞𝐜𝐮𝐫𝐞𝐝 𝐦𝐲 𝐟𝐢𝐫𝐬𝐭 𝐫𝐨𝐥𝐞 𝐛𝐮𝐭 𝐬𝐜𝐨𝐫𝐞𝐝 𝐚 𝐩𝐫𝐨𝐦𝐨𝐭𝐢𝐨𝐧 𝐛𝐞𝐟𝐨𝐫𝐞 𝐦𝐲 𝐟𝐢𝐫𝐬𝐭 𝐝𝐚𝐲 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞! Using the same techniques, my career moved fast, managing international teams within 2 years, and eventually served on the Board of Directors in an international organisation. During this time, I discovered my passion in helping people achieve their career goals through mentoring and championing their aspirations. 

Today, I consult for the corporate world and founded Align and Accelerate, a coaching business that helps many to achieve their goals at their own pace through a successful ‘rinse and repeat formula’ that helps secure and retain the role you have been coveting.

💬 𝐃𝐌 𝐦𝐞 𝐢𝐟 𝐲𝐨𝐮 𝐚𝐫𝐞 𝐬𝐭𝐢𝐥𝐥 𝐮𝐧𝐬𝐮𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐡𝐨𝐰 𝐭𝐨 𝐠𝐞𝐭 𝐲𝐨𝐮𝐫 𝐜𝐚𝐫𝐞𝐞𝐫 𝐮𝐧𝐬𝐭𝐮𝐜𝐤- 𝐧𝐨 𝐡𝐚𝐫𝐝 𝐬𝐞𝐥𝐥.

Ei-Ling Tan, Ph.D.

Ricardo Cuellar

HR professionals are trained to spot burnout in others. But we rarely recognize it in ourselves.

HR burnout doesn't announce itself. It builds quietly while you're busy supporting everyone else.

Here's what it actually looks like:

𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝘀𝗶𝗴𝗻𝘀 
Dreading your morning inbox. 
Feeling cynical about employees or leadership. 
Emotional exhaustion from managing everyone else's problems. 
Struggling to separate work stress from personal life. 
Losing empathy or feeling numb to workplace issues.

𝗣𝗵𝘆𝘀𝗶𝗰𝗮𝗹 𝘀𝗶𝗴𝗻𝘀 
Fatigue that sleep doesn't fix. 
Tension headaches or stomach problems. 
Trouble sleeping despite exhaustion. 
Getting sick more often than usual.

𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝗮𝗹 𝘀𝗶𝗴𝗻𝘀 
Procrastinating on tasks you used to handle easily. 
Avoiding difficult conversations. 
Working longer hours but accomplishing less. 
Snapping at coworkers or family. 
Withdrawing from your professional community.

𝗣𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝘀𝗶𝗴𝗻𝘀 
Feeling like nothing you do matters. 
Second-guessing decisions you'd normally make with confidence. 
Fantasizing about quitting HR entirely. Losing interest in learning and development. 
Going through the motions instead of thinking strategically.

Recognizing these patterns is the first step. You can't pour from an empty cup, and HR deserves better support systems too.

♻️ Repost this if it could help someone in your network who needs to see it.

➕ Follow Ricardo Cuellar for more HR insights and career guidance.

HR Coach, Mentor • Helping HR grow • Follow for posts about people strategy, HR life, and leadership

Most succession plans fail before they even start.
 
Why? Because they're built around the org chart of today, not the business of tomorrow.
 
Here's how to fix that 👇
 
If you want a succession planning program that actually works, follow these 10 tips:
 
 1. 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗥𝗼𝗹𝗲𝘀 
    Align succession plans with where the business is headed, not just today's org chart. Ask: What skills will our leaders need 3–5 years from now?
    
 2. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗦𝗲𝗻𝗶𝗼𝗿 𝗢𝗻𝗲𝘀 
    Focus on positions that directly drive revenue, culture, or strategy. Succession isn't just for the C-suite, it's also for key technical and operational roles.
    
 3. 𝗗𝗲𝗳𝗶𝗻𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 𝗖𝗹𝗲𝗮𝗿𝗹𝘆 
    Move beyond vague "leadership potential." Build a competency framework that defines the skills, behaviors, and values leaders must embody.
    
 4. 𝗨𝘀𝗲 𝗗𝗮𝘁𝗮 𝘁𝗼 𝗦𝗽𝗼𝘁 𝗛𝗶𝗴𝗵-𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝗧𝗮𝗹𝗲𝗻𝘁 
    Don't rely solely on manager nominations. Incorporate performance data, 360 feedback, and engagement scores to identify rising leaders.
    
 5. 𝗕𝘂𝗶𝗹𝗱 𝗗𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 𝗜𝗻𝘁𝗼 𝘁𝗵𝗲 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 
    ensure underrepresented groups are intentionally considered. Monitor succession slates for diversity gaps and correct them proactively.
    
 6. 𝗣𝗿𝗼𝘃𝗶𝗱𝗲 𝗦𝘁𝗿𝗲𝘁𝗰𝗵 𝗔𝘀𝘀𝗶𝗴𝗻𝗺𝗲𝗻𝘁𝘀 𝗮𝗻𝗱 𝗣𝗿𝗼𝗷𝗲𝗰𝘁𝘀 
    Real leadership growth happens on the job. Assign high-potentials to lead initiatives, cross-functional projects, or turnaround challenges.
    
 7. 𝗣𝗮𝗶𝗿 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝘄𝗶𝘁𝗵 𝗠𝗲𝗻𝘁𝗼𝗿𝘀𝗵𝗶𝗽 
    Match emerging leaders with experienced mentors. Formal mentoring programs accelerate growth and transfer institutional knowledge.
    
 8. 𝗠𝗮𝗸𝗲 𝗜𝘁 𝗮 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀, 𝗟𝗶𝘃𝗶𝗻𝗴 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 
    Review and refresh succession plans regularly, not just once a year. Business priorities and talent readiness shift fast; the plan should too.
    
 9. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 𝘄𝗶𝘁𝗵 𝗥𝗲𝗮𝗹 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 
    Track metrics like internal promotion rates, bench strength, and turnover of high-potentials. Share results with executives to prove ROI.
    
10. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁𝗹𝘆 (𝗪𝗶𝘁𝗵𝗶𝗻 𝗥𝗲𝗮𝘀𝗼𝗻) 
    Provide emerging leaders with clarity on their development path. You don't have to promise promotions, but showing investment builds engagement and retention.
 
Succession planning isn't about filling empty chairs, it's about ensuring your organization is always ready to grow, adapt, and thrive. The best programs are strategic, inclusive, and constantly evolving.
 
 
♻️ Repost this if you think it could help someone in your network build a stronger succession program.
 
And follow Ricardo Cuellar  for more HR insights and career guidance.

10 Tips for HR Pros Looking to Build A Successful Successi

"Q4 is slow, right?"

Tell that to HR.

While everyone else winds down, we're just getting started.

𝗧𝗛𝗘 𝗟𝗜𝗦𝗧:
𝟭. 𝗕𝗲𝗻𝗲𝗳𝗶𝘁𝘀 𝗢𝗽𝗲𝗻 𝗘𝗻𝗿𝗼𝗹𝗹𝗺𝗲𝗻𝘁 
Running enrollment + answering the same questions 200 times (yes, the HSA and FSA are different)

𝟮. 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗥𝗲𝘃𝗶𝗲𝘄 𝗖𝘆𝗰𝗹𝗲𝘀 
Chasing down managers who've procrastinated all year, now scrambling to complete reviews

𝟯. 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 
Building merit increase models under tight deadlines with budgets that somehow shrunk

𝟰. 𝗛𝗼𝗹𝗶𝗱𝗮𝘆 𝗣𝗧𝗢 𝗖𝗵𝗮𝗼𝘀 
Managing coverage gaps + fielding "Can I roll over my days?" requests daily

𝟱. 𝗛𝗲𝗮𝗱𝗰𝗼𝘂𝗻𝘁 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴 
Planning for next year amid hiring freezes, budget cuts, and "let's be strategic" conversations

𝟲. 𝗬𝗲𝗮𝗿-𝗘𝗻𝗱 𝗧𝗲𝗿𝗺𝗶𝗻𝗮𝘁𝗶𝗼𝗻𝘀 
Processing exits that were conveniently delayed until "after Q3 earnings"

𝟳. 𝗖𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 
Meeting hard government deadlines while juggling literally everything else

𝟴. 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗕𝘂𝗿𝗻𝗼𝘂𝘁 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 
Counseling others through their exhaustion while managing our own

𝟵. 𝗕𝘂𝗱𝗴𝗲𝘁 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻𝘀 
Defending every HR investment for the upcoming year (yes, employee engagement matters)

𝟭𝟬. 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗵𝗮𝗻𝗴𝗲𝘀 
Managing leadership transitions, restructures, and "strategic pivots" before December 31st

Q4 in HR isn't a wind-down.
It's a sprint to the finish line while building the track for next year.

To every HR pro in the thick of it right now: I see you.

♻️ 𝗥𝗲𝗽𝗼𝘀𝘁 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝘆𝗼𝘂𝗿 𝗳𝗲𝗹𝗹𝗼𝘄 𝗛𝗥 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀
➕ 𝗙𝗼𝗹𝗹𝗼𝘄 Ricardo Cuellar 𝗳𝗼𝗿 𝗺𝗼𝗿𝗲 𝗛𝗥 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗮𝗻𝗱 𝗰𝗮𝗿𝗲𝗲𝗿 𝗴𝘂𝗶𝗱𝗮𝗻𝗰𝗲

Most leadership development programs aren't building leaders, they're just checking boxes.
 
I've watched too many organizations invest heavily in succession planning, only to scramble when a key leader leaves. Why? Because their programs were built on flawed assumptions.
 
Here are 7 reasons leadership development and succession planning programs fail and what HR can do differently:
 
𝟭. 𝗣𝗿𝗼𝗴𝗿𝗮𝗺𝘀 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗧𝗶𝘁𝗹𝗲𝘀, 𝗡𝗼𝘁 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 
↳ Succession planning shouldn't be about "who's next in line", it's about "who's truly ready." When we promote based on tenure instead of leadership skill, we set people up to fail. HR must shift from filling seats to building capabilities that drive results.
 
𝟮. 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗜𝘀 𝗧𝗼𝗼 𝗚𝗲𝗻𝗲𝗿𝗶𝗰 
↳ Off-the-shelf leadership workshops rarely address your real business challenges. Leaders walk away with theory but no tools to apply. Development must be customized to your organization's strategy and culture, not borrowed from someone else's playbook.
 
𝟯. 𝗡𝗼 𝗥𝗲𝗮𝗹-𝗧𝗶𝗺𝗲 𝗔𝗽𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝗦𝗸𝗶𝗹𝗹𝘀 
↳ Leadership isn't learned in a classroom, it's tested on the job. Without stretch assignments or project ownership, future leaders don't get the reps they need. Programs fail when they don't embed learning into daily work.
 
𝟰. 𝗢𝘃𝗲𝗿𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝗦𝗼𝗳𝘁 𝗦𝗸𝗶𝗹𝗹𝘀 
↳ Many programs emphasize strategy and financial acumen but neglect emotional intelligence, communication, and coaching. The result? Leaders who are technically capable but fail to inspire or retain teams. "People skills" must be weighted as heavily as technical ones.
 
𝟱. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲𝘀 𝗟𝗮𝗰𝗸 𝗗𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 
↳ Too often, succession programs reinforce existing biases and recycle the same leadership profiles. Without intentional inclusion, we shrink innovation and alienate underrepresented talent. Diversity in your pipeline isn't just right, it's strategic.
 
𝟲. 𝗡𝗼 𝗖𝗹𝗲𝗮𝗿 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗳𝗼𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 
↳ Programs often track participation, not outcomes. "We trained 50 managers" isn't the same as "We improved retention of high potentials by 20%." Without metrics tied to business outcomes, programs lose executive support and funding.
 
𝟳. 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 𝗣𝗹𝗮𝗻𝘀 𝗦𝗶𝘁 𝗼𝗻 𝗮 𝗦𝗵𝗲𝗹𝗳 
↳ Many organizations treat succession planning as an annual paperwork exercise. When leaders leave suddenly, the "plan" is outdated or irrelevant. Succession must be a living process, reviewed and adapted continuously.
 
The Bottom Line: Leadership development fails when it's a checkbox exercise. To succeed, HR must create capability-driven, inclusive, and measurable programs that prepare leaders for today's challenges and tomorrow's opportunities.
 
If this resonates with you, repost it to help other HR leaders build better leadership pipelines. ♻️
 
Follow Ricardo Cuellar for more HR strategy, leadership development, and career growth.

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Ei-Ling Tan, Ph.D.

Ricardo Cuellar

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The Battle

Ei-Ling Tan, Ph.D.

Ricardo Cuellar

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