Chapter 21
Action Learning: Simultaneous Development and Succession Planning
Selecting an individual for a leadership position can be a confounding task, particularly at an organization’s most senior levels. It is necessarily a subjective judgment based on many variables, most of which are hard to quantify. This task is made all the tougher because there is rarely the perfect candidate. The candidates are sure to have their own unique strengths, notable flaws, and underdeveloped competencies.
To have the right candidates in place when leaders retire or move on, organizations implement succession processes. ...
Get ATD Talent Management Handbook now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
