Can anyone recommend a good succession plan model? I'm just getting started with a proposal for my organization and have been asked to start at the sr. leadership level.

Any resources and/or advice is appreciated.

Joan-

I have used the 9-box model for several years with much success. Search on the discussion board for 9 box and I should have an explanation somewhere here.

Joan -
I've also been using the performance and potential matrix (9 box) for a number of years. here's some information on how to use it. See additional articles at the end. I'd also be glad to send you a template.

quote:

Succession Planning

Succession Planning
“Thinking About Tomorrow Today”

In organizational development, succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players — such as the chief executive officer (CEO) — within an organization as their terms expire. From the risk management aspect, provisions are made in case no suitable internal candidates are available to replace the loss of any key person. It is usual for an organization to insure the key person so that funds are available if she or he dies and these funds can be used by the business to cope with the problems before a suitable replacement is found or developed.
Succession Planning involves having senior executives periodically review their top executives and those in the next-lower level to determine several backups for each senior position. This is important because it often takes years of grooming to develop effective senior managers. There is a critical shortage in companies of middle and top leaders for the next five years. Organizations will need to create pools of candidates with high leadership potential.
Succession planning involves a careful balancing of the concerns and needs of a firm’s founding and senior managers, on the one hand, and its more junior investment professionals and managers, on the other hand. The founding and senior managers want to be properly rewarded for their efforts in building and growing the firm, and this may include rights to continue to participate in fund economics after these managers have begun to wind down their active involvement. These desires must be balanced against the need to provide increased economic benefits and firm governance rights to junior managers and investment professionals in order to develop the next generation of managers for the firm.
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