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Three: The Human Resources Emerging Executive by Ian Ziskin

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Introduction

In 1987, I was sitting in my HR boss's office having a feedback discussion related to the recently conducted company succession planning process. It was one of those meetings that turned out to be life-changing on a few levels.

First, the fact that my company, TRW, had a succession planning process was in and of itself more uncommon than I understood at the time. I believed all companies had a real succession planning process. Crazy, right?

Second, I actually thought it was quite common to receive candid feedback from the succession planning process. I believed all companies gave their leaders feedback about their strengths, development needs, and career potential. Crazier still?

Finally, the most remarkable thing of all was ...

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