Professional Documents
Culture Documents
Succession Planning
Succession Planning
OVERVIEW
Core Principles Underlying Succession Planning
1. Leaders really do matter … in managing/driving accountability, results, culture.
2. Performance is what counts … top performers over high potentials
(the “what” & “how” both count).
3. Today’s top performing leaders aren’t necessarily tomorrow’s …
even our best leaders can fall behind or derail.
On-The-Job
5- Experiences
1 0%
5-1
0%
Mentoring or
Coaching
55-65%
25-30%
Training or Continuing
Education
Motivated Self-
Development
“There are two kinds of people in
organizations: Those with 20 years
experience and those with one year
experience repeated 20 times.”
—Pepsi Co.
Leadership Development =
V+C+L
Variety of Experiences +
Challenging Assignments +
Ability & Willingness to Learn
Identification of
Key Talent
Key
Development Elements
Monitoring & Review
Assessment of
Key Talent
Generation of
Development Plans
Succession Planning: Key Elements
__________________________________________________
ORGANIZATION:_____________________
Position Succession Candidate
Vulnerability Names
Key Position Incumbent
Title Name Open Open Open Ready in Ready in Ready in
in in in
< 1 Yr 1–3 3 + Yrs < 1 Yr 1–3 Yrs 3 + Yrs
Yrs
EXECUTIVE DEVELOPMENT PLAN 2. Special Assignment: (What task force, projects, or special
assignments will be given this year to aid development?)
NAME: ________________ TITLE: ________________
ey Strengths:
ist 2 - 3. Indicate key technical or professional competencies,
Potential For Promotion:
ills, or knowledge the person has.)
(Indicate this persons readiness to be promoted to the next
organizational level.)
ORGANIZATION:_____________________
Industry Representation