Chapter 21

Action Learning: Simultaneous Development and Succession Planning

Noel M. Tichy and Christopher DeRose

 

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. ...

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