Establish an executive succession planning process for the

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• Organizational Succession Planning
• Board Discussion Framework

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Succession Planning Program 2007

• Meeting Objectives
• Prepare for critical short-term and long-term
  senior staffing needs at the organization
  
• Establish an executive succession planning
  process for the organization that will address
  the CEO, and key senior executive positions
  
• Consider the roles of the Board and senior
  management in the process
  
• Discuss how the succession planning process might
  work
  
• Discuss Board committee expectations for
  succession planning at lower levels in the
  organization
  

Objectives
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Succession Planning Program 2007

• A statement of the program objectives, linked to
  the present and future strategic needs of the
  organization
  
• A list of positions and/or persons covered in the
  program
  
• A systematic process for succession planning
  program management, including accountability for
  program management
  
• A detailed description of the desired
  qualifications and requirements (competencies)
  needed for each included position
  
• Ready and forward replacement plans for each
  position
  
• Individual assessment and development plans for
  each executive
  
• Development in current position
• Future potential
• Action planning for future positions
• Retention planning
• (may also include forward replacements at lower
  than SVP levels)
  
• Integration with the performance management
  program
  

Succession Planning Program Elements
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Succession Planning Program 2007

• Developing a succession plan for the CEO position
  requires a process that involves both internal
  and external stakeholders. A possible approach
  includes the following following steps
• Establish a project working group drawn from
  critical stakeholders develop a time line and
  assign project accountabilities
  
• Identify and interview key stakeholders,
  including Board members, the CEO, other key
  internal executives, thought leaders, industry
  experts, etc.)
• Develop an interview protocol that focuses on the
  role of the CEO and the critical success factors
  for the position relative to the strategic
  objectives and mission of the organization
• Present findings to the project working group
  which will develop draft position requirements
  
• Present draft position requirements for
  discussion and review to the Board committee
  
• Create a process for identifying internal
  candidates and external sources
  
• Develop a plan for interim succession if
  circumstances require
  

CEO Succession Planning Approach For Discus
sion
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Succession Planning Program 2006

• The following steps outline how it might be
  done.
  
• Establish the roles of the Board committee, CEO
  and executive staff
  
• Establish a project working group of the
  organization executives, as well as a process, a
  time line, and accountability for project
  management
• Identify and interview key stakeholders for
  information about each position, including the
  CEO, position incumbents, and others (such as
  Board members, peers, subordinates, external
  customers.)
• Develop an interview protocol that focuses on the
  role of the position and key success factors
  relative to the strategic needs of the
  organization and critical success factors
• Present findings and draft position requirements
  to the project working group
  
• Refine the position requirements
• Establish a process for identifying and assessing
  ready and forward replacements for each
  position.
  
• Create assessment and development plans for each
  position
  
• Develop individual assessment and development
  plans for each ready and forward replacement
  
• Develop a system to manage the process
• Develop a process for reporting to the Board
  committee on the system and its progress
  

Key Executive Staff Succession Planning App
roach
For Discussion
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Succession Planning Program 2006

• Lack of a formal management succession planning
  process in place
  
• Lack of commitment from top management and/or the
  Board
  
• Lack of resources for mentoring, development, and
  training
  
• Over design too many forms and time demands
• Lack of integration with other processes

Why do Succession Planning Programs Fail?