Featuring a Case Study
Succession Planning is a dynamic business practice to assure leadership continuity through the assessment, development, placement, and retention of current and future leaders. Organizational leaders at all levels understand leadership expectations and actively work with their manager to create a leadership development plan leading to upward mobility or job mastery. Leaders have an opportunity to branch into different function and roles to develop business knowledge, strategic thinking and leadership competence. As a result, leaders find it easier to envisions a future with the organization. Senior leaders understand are confident in the organization’s roadmap outlining events when leadership changes occur in the short-term and long-run. Moreover, the organization has (a) a framework to consistency review and develop leaders across the organization, (b) a set of leadership characteristics that provide a consistent leadership language and approach, (c) a short-list of future leaders with the most potential, and (d) a culture of developing knowledge, skills and ability plus means to remove development obstacles and encourage growth.
Succession plans must be clearly traceable to business strategy, leadership standards and core values. The succession planning part of this three-part book presents ideas via the OEM model of input, process, products, output and outcomes to maximize the effectiveness of an organization’s succession plans goals to have the right leaders ready at precisely the right time. Other desirable outputs include (a) Increasing the number of qualified successors, (b) decreasing reliance on just a few successors, (c) and requiring less time to fill leadership vacancies Fewer undesirable resignations