The authors share their experiences creating a succession planning and leadership development program at a major health system and explain aspects of leadership development and succession planning. They describe establishing succession planning and leadership development, particularly the importance of succession planning and leadership development, timing and leading it, determining succession planning needs, and getting the board's buy-in; executing succession planning, including referring candidates, assessing them, and placing them in succession planning; succession planning in action, including replacing a key leader, internal vs. external candidates, and timing the replacement of a leader; scaling and refining succession planning and leadership development, including designing the initial development plan, implementing group coaching, expanding and differentiating leadership tracks creating a leadership development team and a team of coaches, fostering commitment and collaboration, and measuring success; and candidate assessments and course curricula for leadership development. Mason is a retired healthcare manager and leader, Dies is a clinical and sports psychologist with experience in private practice and hospital administration, and Morgan heads a group of companies in multiple industries. Annotation ©2019 Ringgold, Inc., Portland, OR (protoview.com)
COMING AUGUST 2019!
A company full of potential CEOs would be one of the greatest assets an organization could ever hope to acquire. Are you ready to roll up your sleeves to make it happen?
The Leaders Within: Engagement, Leadership Development, and Succession Planning presents an integrated model for creating an organizational infrastructure in which leadership development acts as a funnel for succession planning. When they follow this guidance, readers can enhance their organization’s learning, leadership, and longevity.
The authors draw on their real-world experience in a large health system to define the three unique roles in creating a successful leadership development and succession planning program: the Visionary, who helps the organization and its employees see their future potential; the Architect, who oversees the actual implementation of the program; and the Board Advocate, who secures the governing board’s support for the process. Readers will recognize which role they personally play and gain a deeper understanding of how their organization can embed leadership development and succession planning in its DNA.
Examples and case studies gathered from over the course of a decade are used to address topics such as:
Achieving buy-in from the board and executive teamIdentifying potential succession candidates Assessing candidates’ strengths and opportunities for developmentReplacing key leaders while maintaining leadership continuity
Succession planning and leadership development are two manifestations of the same core principles: a commitment to company values, a desire to foster leadership potential, and a long-term vision for the organization’s success. Readers of this book will acquire insight and learn methods for helping redefine their organizations’ next generation of leadership.
