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• Contents at a Glance
• Table of Contents
• Introduction
• About This Book
• Conventions Used in This Book
• Foolish Assumptions
• How This Book Is Organized
• Icons Used in This Book
• Where to Go from Here
• Part I: What Is a Succession Plan, and Why Do You Need One?
• Chapter 1: Sowing the Seeds for Long-Term Success
• Why You Need Succession Planning
• What Makes a Succession Plan Successful
• How to Establish Your Succession Plan
• Chapter 2: Why Succession Planning Matters
• Ensuring the Continuation of Competent Leadership
• Retaining Highly Competent Employees
• Keeping Up with 21st-Century Trends
• Recognizing the Consequences of Not Having a Succession Plan
• Chapter 3: Pinpointing the Right Type of Plan for Your Organization
• Expecting the Unexpected
• Laying the Groundwork for Planned Transitions
• Strategically Mapping Your Organization’s Future
• Part II: Creating a Plan and Putting It into Action
• Chapter 4: Preparing the Plan: Six Steps to Success(ion)
• Step 1: Figuring Out What Type of Plan You Need
• Step 2: Forming Your Planning Team
• Step 3: Determining What Factors Will Influence Your Plan
• Step 4: Linking Your Succession Plan to Your Strategic Plan
• Step 5: Identifying Potential Candidate Sources
• Step 6: Putting It All Together
• Now What?
• Chapter 5: Implementing the Plan
• Collecting Baseline Data
• Starting Off on the Right Foot
• Garnering Broad Support for Your Plan
• Meeting Challenges Head On
• Learning from Your Mistakes
• Chapter 6: Evaluating the Plan’s Implementation
• Phase 1: Identifying the Criteria for Measuring Success
• Phase 2: Determining the Types of Data You Need
• Phase 3: Monitoring Your Plan and Collecting Data
• Phase 4: Sifting Through the Data
• Phase 5: Making Recommendations
• Chapter 7: Overcoming Obstacles in Implementing Your Plan
• Anticipating Obstacles and Preparing to Deal with Them
• Pushing Past Planning Obstacles
• Jumping the Obstacles People Put Up
• Solving Process Problems
• Staying on Task
• Part III: Diving Deeper into Succession Planning
• Chapter 8: Covering Key Positions in Your Succession Plan
• Leadership Positions: Where You Lead, I Will Follow
• Looking Ahead: Fine-Tuning Your Plan for the Future
• Making Sure Your Plan Meets Your Organization’s Unique Needs
• Chapter 9: Figuring Out What You Need in a Successor
• What Are We Really Talking About When We Talk About Competencies?
• Assessing Current Competencies
• Looking At Competencies for Key Positions
• Determining Future Competencies
• Chapter 10: Identifying and Developing Successors within Your Organization
• Creating a Competency Culture
• Developing Current Employees’ Competencies
• Reinforcing Your Competency Culture
• Chapter 11: Aiming for a Smooth Transition
• Making a New Hire Feel at Home
• Handling Successions in Specific Types of Organizations
• Dealing with Internal Dynamics
• Part IV: Keeping the Succession Ball Rolling
• Chapter 12: Making Great Exits
• Before the Exit
• During the Exit
• After the Exit
• Expecting the Unexpected
• Chapter 13: Maintaining Your Plan in Today’s Changing Workplace
• Three Key Trends in Today’s Workplace
• The Impact of the Key Trends
• Modifying Your Succession Plan to Adjust to the Key Trends
• Part V: The Part of Tens
• Chapter 14: Ten Mistakes That Sabotage Succession Plans
• Not Making Succession Planning a Priority
• Not Developing a Full Plan
• Not Aligning Your Plan to the Marketplace
• Not Considering the Changing Composition of the Workforce
• Not Getting Support from the Top
• Not Effectively Communicating Your Plan
• Not Getting Organizational Support
• Not Using Social Media Effectively
• Not Effectively Monitoring Your Plan
• Not Providing Enough Support for the Successor
• Chapter 15: Ten Ways to Keep Your Succession Plan Alive
• Build a Competency Culture
• Construct an All-Inclusive Succession Plan
• Involve Managers in the Planning Process and Get Their Support
• Link Your Succession Plan Directly to Your Strategic Plan
• Link Your Succession Plan to Your Mission Statement
• Turn Your Succession Plan into an Ongoing Process
• Plan to Change
• Emphasize the Development of Internal Candidates
• Build and Maintain an External Network of Successor Candidates
• Continually Monitor and Adjust Your Plan Where Needed
• Index