Effective succession planning relies on several stakeholders working off the same playbook. The out-going leader, the board, succession candidates, and other internal and external parties have an impact on how well the leader turnover will occur.
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Effective succession planning relies on several stakeholders working off the same playbook. The out-going leader, the board, succession candidates, and other internal and external parties have an impact on how well the leader turnover will occur. In creating your organization’s playbook, here’s a quick summary of crucial conversations for leadership and HR.
Is succession something you’re doing to your candidates or with your candidates? From
The Big Question column, ask yourselves these questions:
Virtual onboarding is not meant to be complicated. … According to many HR leaders, the creation of shared virtual learning experiences has proven crucial for middle management, as onboarding and bringing new team members into the fold during the pandemic has been one of the most complicated challenges. —Stephen Miles and Deb Bubb, Adopting Virtual Onboarding for CEO Transitions
How do we introduce the subject of succession to our current CEO? From
“The Art of Leaving” article, questions to consider include:
Boards can also ask questions of candidates like, ‘What’s the worst thing you’ve done to another human being?’ There’s no right or wrong answer, but in a very complex world where there’s so much ideological change, and social, cultural, and ESG challenges, it’s another approach for getting an understanding of how a candidate thinks.—Dambisa Moyo, Directors Roundtable
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