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| List of Exhibits | |
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| Preface to the Third Edition | |
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| Acknowledgments | |
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| Advance Organizer for This Book | |
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| Background Information About Succession Planning and Management | |
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| What Is Succession Planning and Management? | |
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| Six Ministudies: Can You Solve These Succession Problems? | |
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| Defining Succession Planning and Management | |
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| Distinguishing Succession Planning and Management from Replacement Planning, Workforce Planning, Talent Management, and Human Capital Management | |
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| Making the Business Case for Succession Planning and Management | |
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| Reasons for a Succession Planning and Management Program | |
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| Best Practices and Approaches | |
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| Ensuring Leadership Continuity in Organizations | |
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| Summary | |
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| Trends Influencing Succession Planning and Management | |
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| The Ten Key Trends | |
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| What Does All This Mean for Succession Planning and Management? | |
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| Summary | |
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| Moving to a State-of-the-Art Approach | |
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| Characteristics of Effective Programs | |
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| The Life Cycle of Succession Planning and Management Programs: Five Generations | |
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| Identifying and Solving Problems with Various Approaches | |
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| Integrating Whole Systems Transformational Change and Appreciative Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring? | |
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| Requirements for a Fifth-Generation Approach | |
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| Key Steps in a Fifth-Generation Approach | |
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| Summary | |
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| Competency Identification and Values Clarification: Keys to Succession Planning and Management | |
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| What Are Competencies? | |
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| How Are Competencies Used in Succession Planning and Management? | |
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| Conducting Competency Identification Studies | |
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| Using Competency Models | |
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| New Developments in Competency Identification, Modeling, and Assessment | |
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| Identifying and Using Generic and Culture-Specific Competency Development Strategies to Build Bench Strength | |
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| What Are Values, and What Is Values Clarification? | |
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| How Are Values Used in Succession Planning and Management? | |
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| Conducting Values Clarification Studies | |
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| Using Values Clarification | |
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| Bringing It All Together: Competencies and Values | |
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| Summary | |
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| Laying the Foundation for a Succession Planning and Management Program | |
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| Making the Case for Major Change | |
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| Assessing Current Problems and Practices | |
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| Demonstrating the Need | |
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| Determining Organizational Requirements | |
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| Linking Succession Planning and Management Activities to Organizational and Human Resource Strategy | |
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| Benchmarking Best Practices and Common Business Practices in Other Organizations | |
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| Obtaining and Building Management Commitment | |
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| The Key Role of the CEO in the Succession Effort | |
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| Summary | |
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| Starting a Systematic Program | |
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| Conducting a Risk Analysis and Building a Commitment to Change | |
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| Clarifying Program Roles | |
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| Formulating a Mission Statement | |
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| Writing Policy and Procedures | |
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| Identifying Target Groups | |
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| Clarifying the Roles of the CEO, Senior Managers, and Others | |
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| Setting Program Priorities | |
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| Addressing the Legal Framework | |
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| Establishing Strategies for Rolling Out the Program | |
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| Summary | |
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| Refining the Program | |
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| Preparing a Program Action Plan | |
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| Communicating the Action Plan | |
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| Conducting Succession Planning and Management Meetings | |
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| Training on Succession Planning and Management | |
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| Counseling Managers About Succession Planning Problems in Their Areas | |
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| Summary | |
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| Assessing the Present and the Future | |
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| Assessing Present Work Requirements and Individual Job Performance | |
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| Identifying Key Positions | |
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| Three Approaches to Determining Work Requirements in Key Positions | |
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| Using Full-Circle, Multirater Assessments | |
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| Appraising Performance and Applying Performance Management | |
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| Creating Talent Pools: Techniques and Approaches | |
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| Thinking Beyond Talent Pools | |
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| Summary | |
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| Assessing Future Work Requirements and Individual Potential | |
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| Identifying Key Positions and Talent Requirements for the Future | |
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| Assessing Individual Potential: The Traditional Approach | |
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| The Growing Use of Assessment Centers and Portfolios | |
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| Summary | |
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| Closing the "Developmental Gap": Operating and Evaluating a Succession Planning and Management Program | |
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| Developing Internal Successors | |
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| Testing Bench Strength | |
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| Formulating Internal Promotion Policy | |
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| Preparing Individual Development Plans | |
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| Developing Successors Internally | |
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| The Role of Leadership Development Programs | |
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| The Role of Coaching | |
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| The Role of Executive Coaching | |
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| The Role of Mentoring | |
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| The Role of Action Learning | |
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| Summary | |
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| Assessing Alternatives to Internal Development | |
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| The Need to Manage for "Getting the Work Done" Rather than "Managing Succession" | |
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| Innovative Approaches to Tapping the Retiree Base | |
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| Deciding What to Do | |
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| Summary | |
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| Using Technology to Support Succession Planning and Management Programs | |
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| Defining Online and High-Tech Methods | |
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| Where to Apply Technology Methods | |
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| How to Evaluate and Use Technology Applications | |
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| What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications? | |
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| Summary | |
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| Evaluating Succession Planning and Management Programs | |
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| What Is Evaluation? | |
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| What Should Be Evaluated? | |
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| How Should Evaluation Be Conducted? | |
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| Summary | |
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| The Future of Succession Planning and Management | |
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| The Fifteen Predictions | |
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| Summary | |
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| Frequently Asked Questions (FAQs) About Succession Planning and Management | |
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| Case Studies on Succession Planning and Management | |
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| How Business Plans for Succession | |
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| How Government Plans for Succession | |
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| How a Nonprofit Organization Plans for Succession | |
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| Small Business Case | |
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| Family Business Succession | |
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| CEO Succession Planning Case | |
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| Notes | |
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| What's on the CD? | |
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| Index | |
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| About the Author | |