With CEO turnover of nearly 60 percent, energized boards of directors have been taking a more aggressive role in succession planning (Chief Executive and Hay Group). Galvanized by an increasing emphasis on governance, a guided collaborative effort can result in a seamless and successful transition. But what keeps the process from becoming a tearful tug of war that sows discord and disruptive politicking throughout the organization? According to a survey by the Center for Board Leadership, 50 percent of public, private and nonprofit corporate boards reported having a succession plan in place, and nearly half of the respondents considered themselves “less than effective” in the area of CEO succession.

Please join our post-webcast discussion with presenters Dr. Kathy Cavallo , Dr. Jeffrey Kirschner , and Craig Rowley, VP of Retail at the Hay Group, about how to continually monitor current and future business needs, carefully nurture a leadership pipeline, and ensure that each potential candidate is given regular and meaningful board exposure.   

Your next generation of retail executives are out there…do you know who they are?   Please post your thoughts and experiences below…

 
HCI members ask: To what extent do you recommend companies communicate desired CEO competencies to motivate hi-po talent to develop these competencies?

Another HCI member asks: About the last question posted, wouldn’t this open communication of desired competencies help to reduce “politic-ing”/lobbying to get promoted?

HCI member asks: Is there a trend for CEO’s to actually spend some time developing potentials? And/or are hi-po’s given mentors to develop them for this future role?

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