LEADER 05311nam 2200553 a 450 001 9910818019503321 005 20200520144314.0 010 $a1-4175-3634-9 035 $a(CKB)1000000000007757 035 $a(SSID)ssj0000254917 035 $a(PQKBManifestationID)11221739 035 $a(PQKBTitleCode)TC0000254917 035 $a(PQKBWorkID)10209283 035 $a(PQKB)10820447 035 $a(MiAaPQ)EBC3116975 035 $a(Au-PeEL)EBL3116975 035 $a(CaPaEBR)ebr10058893 035 $a(OCoLC)922967129 035 $a(EXLCZ)991000000000007757 100 $a19960221d1996 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSystematic succession planning $ebuilding leadership from within /$fRebecca Luhn Wolfe 210 $aMenlo Park, Calif. $cCrisp Publications$dc1996 215 $avi, 126 p. $cill 225 1 $aA Fifty-Minute series book 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a1-56052-380-8 327 $aTITLE -- COPYRIGHT -- ABOUT THE AUTHOR -- Dedication -- CONTENTS -- SECTION 1 Succession Planning: An Overview -- THE TRUE MEANING OF SUCCESSION PLANNING -- Recognizing Key People -- JUST-IN-CASE STUDIES: WHAT WOULD YOUR COMPANY DO? -- THE IMPORTANCE OF A SOLID PLAN -- REASONS FOR A SUCCESSION PLAN -- #1. Identifying Highly Talented Individuals -- #2. Promoting Employee Development -- #3. Refining Corporate Planning -- #4. Establishing the Talent Pool -- HOW RESTRUCTURING AFFECTS SUCCESSION PLANNING -- OTHER FACTORS AFFECTING SUCCESSION PLANNING? -- The Common Problem Areas -- YOU BE THE JUDGE -- What's Wrong with This Picture? -- SETTING THE STAGE -- CHOOSING YOUR APPROACH -- SUCCESSION PLANNING VERSUS REPLACEMENT PLANNING -- SECTION 2 Establishing a Need for Succession Planning -- PRESENTING A CASE FOR CHANGE -- UNCOVERING PROBLEMS -- Formulate Your Questions -- DEFINING YOUR NEEDS -- CONNECTING THE STRATEGIES -- Defining Strategy -- FINDING OUT WHERE YOU STAND: BENCHMARKING -- MORE TOPICS TO CONSIDER -- PROPOSING A VISION FOR CHANGE -- Your Guiding Light -- GETTING COMMITMENT -- SECTION 3 Defining Responsibilities to the Program -- DEFINING RESPONSIBILITIES AND FUNCTIONS -- DEFINE RESPONSIBILITIES -- #1: Develop the Mission -- Where to Start -- Answer and Discuss -- #2. Write the Policy -- #3: Incorporate Plan Procedures -- #4: Define Target Positions -- #5: Define Additional Succession Positions -- #6: Prioritize Program Activities -- Suggested Activities -- DEVELOP A STRATEGIC ACTION PLAN -- COMMUNICATING THE PROCESS -- Joining Forces -- Off and Running -- COMMUNICATION THROUGH TRAINING -- SECTION 4 Identifying Key Positions -- IDENTIFYING KEY LEADERSHIP POSITIONS -- What Are Key Positions? -- IDENTIFYING KEY POSITION CRITERIA -- POSITION ANALYSIS -- Define the Dimensions -- DETERMINING ESSENTIAL CHARACTER QUALITIES. 327 $aThe Circle of Leadership -- EVALUATING INDIVIDUAL PERFORMANCE -- The Connection -- EVALUATING TEAM PERFORMANCE -- SECTION 5 Forecasting Future Needs -- PREDICTING FUTURE NEEDS -- POSITIONING THE JOBS -- SELECTING YOUR DREAM TEAM -- ASSESSING INDIVIDUAL POTENTIAL -- EVALUATING INDIVIDUALS FOR FUTURE OPPORTUNITIES -- The Feedback Process -- SECTION 6 Assessing Your Organization's Climate -- CREATING A CLIMATE FOR LEADERS -- Dimensions of Climate -- Action Dimension -- Functional Dimension -- PRESENTING A VISION OF LEADERSHIP -- Maximizing Management -- Development Guidelines -- NURTURING TALENT -- PROVIDING THE RIGHT TOOLS -- SUPPORTING LONG-TERM COACHING -- LEARNING TO FLY -- Continuous Improvement -- IMPROVING WITH TEAMS -- SECTION 7 Promoting Employees: The Search From Within -- FINDING THE STRENGTH FROM WITHIN -- TRACKING POTENTIAL SUCCESSORS -- REFINING YOUR INTERNAL PROMOTION POLICY -- Provisions -- PREPARING PROFESSIONAL DEVELOPMENT PLANS -- Preparing for Professional Development -- Development Goal -- INTERNAL PROFESSIONAL DEVELOPMENT -- SECTION 8 Choosing A Succession Planning Design -- SELECTING SUCCESSION PLANNING DESIGNS -- Traditional -- Nontraditional -- CONSIDERATIONS TO REPLACING KEY POSITIONS -- 1. Is the position still needed? -- 2. Is there another way? -- 3. Is reallocating an option? -- 4. Can other departments do the job? -- 5. Can the work be done by a contractor? -- 6. Is the work flexible but necessary? -- EXERCISING FREEDOM TO CHOOSE SUCCESSORS -- TRACKING OPTIONS -- SECTION 9 Analyzing Your Results -- PROVIDING PROOF POSITIVE -- Evaluations -- Asking the Right Questions -- DISCOVERING CAUSE AND EFFECT -- Observation -- USING THE RIGHT INSTRUMENT -- Satisfaction Assessment -- Progress Made -- Placements Completed -- Organizational Goals -- THE VALUE OF A COMPLETE ASSESSMENT -- STAYING FOCUSED -- Final Comments. 410 0$aFifty-Minute series. 606 $aLeadership 606 $aIndustrial management 606 $aExecutive succession$xPlanning 615 0$aLeadership. 615 0$aIndustrial management. 615 0$aExecutive succession$xPlanning. 676 $a658.4/092 700 $aWolfe$b Rebecca Luhn$01673591 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910818019503321 996 $aSystematic succession planning$94060268 997 $aUNINA