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“There’s a difference between interest and commitment. When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuses.”
Ken Blanchard
Management expert and author of The One Minute Manager
Advancement, transfer, retirement, resignation, and termination are all causes of position vacancies. Regardless of the reason for or timing of a position opening, the organization must continue to function through the subsequent transition. Organizations proactively positioning themselves for personnel changes maintain a higher degree of business continuity; realizing a shallower and shorter productivity dip and pursuing performance improvement more rapidly.
Effective succession and succession planning processes enable smooth transitions of power and operational continuity. Performed well, these processes help ensure the proactive identification and development of an adequate number of candidates to fill potential vacancies, careful selection of the right replacement, thorough preparation of the selectee for his or her new role and organization members to well receive the successor, and advanced provisions to support the entrant with the post transition coaching needed for their and the organization’s success.
Focus of the Succession and Succession Planning Forum
Materials in this forum are dedicated to discussing the leading practices of companies that successfully execute succession and succession planning processes; maximizing the new entrant’s probability of success and the organization’s operational continuity. The following articles, podcasts, documents, and resources cover those topics critical to effective leadership succession.
Best Practices
StrategyDriven Expert Contributor Articles
StrategyDriven Podcast – Special Edition
“You better live your best and act your best and think your best today, for today is the sure preparation for tomorrow and all the other tomorrows that follow.”
Harriet Martineau
English writer and philosopher
“Every great man was once a nobody prepared for opportunity.”
Dorothy Tode
Everyone wants to win but only a few are willing to put in the preparation and training time needed to achieve greatness. The pinnacle event we often observe as marking an individual or team’s success represents only a small fraction of the blood, sweat, and tears required to reach that summit.
Do you want to win? The truth lies with the answer to another question… Are you doing everything necessary today to make yourself mentally and physically capable of winning tomorrow?
Are you prepared to achieve greatness?
Every position in any company will necessarily be different than even the same position within any other organization. These differences stem from the unique organizational personnel, policies, culture, and marketplace positioning and environment. To be best prepared to assume his or her new role, a successor must have a thorough understanding of all of the position’s critical success factors, drivers, and influencers. Turnover checklists leverage the collective experiences of past position holders to help ensure successors receive all of this vital area knowledge.
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Albert Einstein is arguably one of the greatest problem solvers of all time. Whether examining a physical phenomenon or business challenge his thoughts on problem solving are timelessly applicable. Below are some of these philosophies:
“We can’t solve problems by using the same kind of thinking we used when we created them.”
“It takes a higher order of thinking to fix a problem than that which created it.”
and
“Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius — and a lot of courage — to move in the opposite direction.”
Albert Einstein
Awarded the 1921 Nobel Prize in Physics, named Time’s Man of the Century in 1999, and best known for his conception of the theories of special and general relativity
Business Programs