The A-Players you can’t afford to lose are the hardest to detect.
High performance can hide growing pressure until organisations feel the impact.
What’s missing is not another program, but a enterprise-level perspective on how pressure, responsibility and expectations accumulate around critical profiles.
In every large organisation key people carry disproportionate impact, risk and responsibility. These are not always formal leaders or the typical high potentials.
They are the people others rely on when things get complex: the stabilisers, translators, accelerators and informal decision-makers.
Their contribution rarely fits performance frameworks or talent labels and by the time their role becomes explicit, the organisation is often already exposed. What’s at stake is not individual development, but: 🟡 operational continuity 🟡 and the organisation’s capacity to adapt under pressure
Key people rarely leave suddenly. They disengage over time.
Focus on pressure, responsibility and group dynamics “The quality of interaction shifted noticeably.”
Chérine Stakenborghs - Proximus
Focus on role clarity, decision patterns and organisational alignment “Underlying patterns became explicit and directly informed a concrete organisational change.”
Caroline Van Steenberghe - Co-founder SteveSkills
Focus on decision clarity, role positioning and short-term execution “Strengths andpressure points became immediately clear, enabling faster and more groundeddecision-making.”
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