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Tactical Execution Best Practice 6 – Succession of Authority

StrategyDriven Tactical Execution Best Practice Article“You are not open for business unless you are ready to do business.”
StrategyDriven Contributors

Limited resources, personnel, financial, and material, are a constraining reality faced by every business. These constraints prevent leaders from executing on business activities and in some avoidable cases result in customers not receiving the goods and services to which they are entitled. In other instances, business operations cease altogether. While demand spikes cannot be perfectly anticipated, policy-induced limitations are fully avoidable and often inexcusable. An executable authority succession pan is one such mechanism used to avoid a policy-driven operational stoppage.


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Recommended Resource – The Executive Guide to High-Impact Talent Management

The Executive Guide to High-Impact Talent Management: Powerful Tools for Leveraging a Changing Workforce
by David DeLong and Steve Trautman

About the Reference

The Executive Guide to High-Impact Talent Management: Powerful Tools for Leveraging a Changing Workforce by David DeLong and Steve Trautman provides a complete talent management program blueprint covering:

  • Diagnosis of talent related organizational risks
  • Evaluation and measurement of talent management initiatives
  • Acceleration of leadership development
  • Transference of individual and organizational knowledge

This blueprint provides the details needed to institute each of these programs and achieve real, measurable results.

Benefits of Using this Reference

StrategyDriven Contributors like The Executive Guide to High-Impact Talent Management because the blueprint provided is implementable, actionable, and based on many of the practices endorsed by StrategyDriven. These practices focus on continuous programmatic assessment and performance measurement to drive superior results. If we had one criticism of the book it would be that the solutions presented appear too academic and unaltered by the realities of the business world.

The Executive Guide to High-Impact Talent Management provides a thorough, implementable talent management program based on sound principles of accountability; making it a StrategyDriven recommended read.

Recommended Resource – The Talent Masters: Why smart leaders put people before numbers

The Talent Masters: Why Smart Leaders Put People Before Numbers
by Bill Conaty and Ram Charan

About the Reference

The Talent Masters: Why Smart Leaders Put People Before Numbers by Bill Conaty and Ram Charan provides unprecedented insight to the people development programs of several legendary organizations including General Electric, Proctor & Gamble, and Novartis. Conaty and Charan illustrate in great detail the specific programs these organizations use to develop talent and plan for and execute on succession plans; including the behind-the-scenes consideration of organizational, cultural, and operational impacts such changes incur. They also share their experience-based insights on the critical personal traits and organizational supports needed for succeeding leaders to excel in their new positions.

Benefits of Using this Reference

StrategyDriven Contributors like The Talent Masters because of its in-depth, behind-the-scenes insights to the talent management practices of globally recognized ‘leadership factories.’ Many case studies highlight the mechanics of these organizations’ programs but Conaty and Charan present the intimate executive discussions and thought processes on personnel development and succession that only insiders possess. This book captures the nuance of thought that makes these processes work so well at creating some of the world’s most sought after leaders.

The in-depth real-world business experience of leading companies presented in The Talent Masters makes this book on personnel development a StrategyDriven recommended read.

Succession and Succession Planning Best Practice 3 – Continuing Education

StrategyDriven Succession and Succession Planning Best PracticeIt is simply not enough that individuals holding senior positions be highly experienced. The narrowness of early career positions and the limitations of time necessarily prevents an individual from being deeply experienced across the full range of functions within the organization. Thus, those relying purely on experience often lack an understanding of the broader spectrum of organization functions and opportunities that would help them be more successful in senior positions requiring multidimensional business understanding.


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Succession and Succession Planning Best Practice 2 – Rotational Development Plans

StrategyDriven Succession and Succession Planning Best Practice ArticleIntegral to every succession plan is the ready supply of qualified talent to replace outgoing position holders. While some talent will come from outside the organization, many should come from within.


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