From the Executive, to the Executives
A Note from Meghan Popoleo, President
There’s something about this time of year that’s hard to ignore. Even if you’re not closely following every game, March Madness has a way of pulling you in. Everyone has an opinion. Everyone is watching for the upset. And every team, at some point, is being asked the same question: are they actually ready for what’s next?
I’ve been thinking about that lately, just through a different lens.
If February was about stepping back and taking a clear look at your organization and the team you’ve built, March feels more like game time. It’s when you start looking at your bench a little differently. Not just who looks promising on paper, but who you would trust to step in if the moment called for it. Because at some point, it always does.
The strongest teams in the tournament aren’t just relying on their starters. They’ve spent the entire season developing depth. They’ve given people minutes, even when the stakes felt lower, so that when the pressure builds, those players aren’t seeing the moment for the first time.
It’s not all that different inside an organization. Developing future executives doesn’t happen in isolation, and it doesn’t come from a document sitting in a folder somewhere. It happens in everyday decisions. Who gets pulled into a conversation early? Who is asked for their perspective when something isn’t fully formed? Who gets the chance to work through something complex, even if they don’t have all the answers yet?
The leaders who do this well are usually thinking a few steps ahead. They’re not just focused on who is performing today; they’re paying attention to who could step up when the situation changes.
And just like in the tournament, not all of your strongest contributors are the obvious picks.
Some people stand out immediately. Others are quieter, more consistent, and build trust over time. They’re the ones who show up, do the work, and deliver when it matters. Those are often the people who end up being ready when given a bigger opportunity, even if they weren’t initially seen that way.
Of course, not everyone is looking to move into that next role, and not everyone needs to. That’s part of the conversation too. The most effective teams are the ones where expectations are clear and people understand where they stand and where they’re heading.
What I come back to every year around this time is that readiness doesn’t happen overnight. It’s built over time, through experience, exposure, and trust. It’s giving people real opportunities before you need them, not after.
So while the brackets continue to take shape over the next few weeks, it’s worth taking a look at your own team through that same lens.
Who are you giving meaningful minutes to?
Who are you coaching?
And who might be more ready than you think, if you gave them the chance?
Because the strongest organizations aren’t scrambling when change happens. They’ve been preparing their next round all along.
Warmly,
Meghan Popoleo
President, 57th Street Partners
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