Strategic Leadership
Part 1: Applying Lessons Learned from Research about Strategic
Leadership Development
Robert M. Fulmer, PhD, and Jared L. Bleak, EdD
Leadership has never been an easy proposition. Throughout history
observers have wondered if there were enough capable leaders to manage
the challenges facing all types of organizations. Today, business and
governmental organizations face something of a "perfect storm" of
problems that have profound implications for current and future leaders.
Put
success into succession planning
By Bryan Hattingh
Succession planning, as it is constituted today, is a hotly debated but
generally ignored practice in corporations and businesses.
Most managers fail to think about succession planning until it needs to be
implemented. Suddenly there is a void at the top and nobody has been
primed to fill it. Few events have such an impact on a company
as the departure of key leaders, in particular the CEO. How that exit is
managed not only has lasting impact on the organisation, but it can affect
external perceptions of the departing incumbent's effectiveness and
delivery.
The
Art of Succession Planning
by Paul Shearstone
Succession planning, like any business acumen, is both an art and a
science. That is to say, there are many proven strategies that can and
must be followed so that successful transition can occur.
Too often organizations address the succession challenge through the
rearview mirror. They wait for someone to step down or even worse, be
removed. Then and only then do they entertain thoughts of who or what
should happen next?
One of the reasons little forethought is given to succession is evident in
the fact that it rarely shows up in corporate business plans. Companies
are quite diligent in forecasting-out 3, 5 and even 10-years but most of
what they plan has more to do with finance, P&L, product evolution and
little or no emphasis on who or how future leaders will captain the
corporate ship.
|
|
With rising CEO turnover, companies are increasingly looking
outside for qualified candidates. Sure, externally recruited CEOs
bring fresh perspectives and connections. But they lack the in-depth
knowledge of the company s culture and history that they need to
succeed. Companies can avoid this scenario, contends Joseph Bower in
The CEO Within. Drawing on a decade s research (and experience
managing the succession process, Bower explains how companies can
develop a cohort of internal candidates one of whom may be suited to
the increasingly demanding CEO role.
In this book you'll find: Talent Management checklists, frequently
asked questions, charts, slide presentation ideas, and a project
planning template, talent review meeting facilitation tips, and
potential answers to the challenging questions you are likely to
receive from business leaders.
This book is probably one of the most thorough books on the
topic, incorporating methodical and meticulous guidelines to
preparing for and quickly filling crucial vacancies at all levels of
the organization. Not only does it lay out a plan for instituting a
long-term succession planning program that includes everything from
early action steps to ongoing evaluation and revision, it also shows
how to develop, monitor, and evaluate talent and skills in
individual employees in order to promote effectively from within |
