the ceo magazine, succession planning,
Phyllis Weiss Haserot, President, Practice Development Counsel

Whether you are the CEO of a long-established company, or the founder of a public, privately-owned or non-profit organization, as highly respected coach Marshall Goldsmith wrote, “What got you here won’t get you there.” In other words, the skills and traits that led to success in early career are not the same as those needed in mid-career and senior management.

the ceo magazine, succession planning,
J. Benjamin English, Partner, Hirschler Fleischer

Regardless of their industry, chief executive officers inevitably confront the need to transition ownership and management of their business to others. Whatever form this transition takes — to the next generation in a family business, to a management team buying out the owner or to a third-party buyer — it involves a new set of risks and opportunities that differ from those encountered in normal operations. A CEO must be prepared to meet these challenges through a process of succession planning.

the ceo magazine, succession planning,
Michael Timms, Founder & Principal, Avail Leadership

When it comes to finding talented managers and executives, there really are only two options: recruit them or develop them from within.  Common thinking is that although it may be a little more expensive to recruit them, it’s worth it because it’s quicker and easier.  But that assumption is dead wrong.



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