Question: Leadership development/succession planning is a concern at my company. The executive leadership team (ELT) is comprised of fi ve individuals, two of whom are nearing retirement, including the president/CEO. We want to do a better job of preparing the people who will lead the company in the future, including the other three members of the ELT, who we hope might help us transition. In the past year, we’ve tweaked the succession planning process in light of some strategic planning and discussed where we want the company to go so it can continue to perform well. We’re now turning our attention to developmental matters. What is the best way to position this? What are some suggestions for the kinds of development we should be offering? Thanks.
Answer: As long-standing readers know, my firm belief is that leadership effectiveness determines organization effectiveness. If you want your company to build upon its foundation, then investing time and effort in fine tuning succession planning and leadership development processes is a most worthwhile undertaking.
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