Table of contents for Growing your company's leaders : how great organizations use succession management to sustain competitive advantage / Robert M. Fulmer, Jay A. Conger.


Bibliographic record and links to related information available from the Library of Congress catalog. Note: Contents data are machine generated based on pre-publication information provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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Contents
Preface and Acknowledgements
Chapter 1: Succession Management: The New Imperative
	The Reinvention
	Why The Renewed Interest Today
	The Purpose of an Effective Succession System
	Characteristics of Best Practice Approaches
	The Key Dimensions of an Effective System
		Corporate Strategy
		Sponsors and Owners
		Talent Identification and Talent Pools
		Developmental Linkages
		Assessors
		Tracking
		Metrics
	Closing Thoughts
Chapter 2: Who Should "Own" Succession Management?
	The Most Critical Owner and Champion: The CEO and the Senior Team
	Human Resources: The Process Owner
	Ownership Below the Executive Level: The Implementers
		Principle 1--Build from the Bottom Up
		Principle 2--Involve Those Who Are Closest
		Principle 3--Use Performance Data
		Principle 4--Make Decisions by Consensus
		Principle 5--Time Is an Investment
	Conclusions
Chapter 3: Defining and Identifying Talent
	Competency Models--The Benchmarks for Succession
	Sample Competency Models in Best Practice Organizations
	Identification Tools
	Focusing Efforts: Determining the "Mission-Critical" Positions
	Determining the Talent Pools
	Sample Best Practice Approaches to Talent Pools
	Best Practice Insights
Chapter 4: Linking Succession to Development
	Developing for Success and Failure
	Weaving Development into Succession
	The Tools They Use
	Internal Leadership and Executive Education
	Action Learning and Special Job Assignments
	Mentoring and Coaching
	External University Courses
	Web-Based Courses
	Career Planning and Individual Profiling
	Performance and 360-Degree Feedback
	Conclusion and Best Practice Insights
Chapter 5: Measuring and Assuring Long-Term Success
	What Is Measured?
	Examples of Measurement
		Dow
		Eli Lilly
		Sonoco
		Dell
		PanCanadian
	Bank of America
	Lessons for Long-Term Success
	Other Lessons for Success
		Smooth Transitions
		The "Right" Developmental Assignments
		Meaningful Appraisal and Feedback
		Appropriate Selection Criteria
		A Range of Good Choices
	Key Best Practice Insights
Chapter 6: The Future of Succession Management: Bright Lights, Looming Clouds
	Bright Lights on the Horizon: Promising Trends for Succession Management
		Greater Integration and Alignment
		Technology Moves Succession Planning to the Desktop
		Increased Rigor in Assessments
	The Looming Clouds in Succession's Future
		Finding a Sufficient Supply of Developmental Opportunities
		Generational Resistance to Certain Opportunities		Inconsistencies in 
Selection Criteria and Rewards
	Competency Models--A Flawed Foundation for Development?
		An Intellectual Exercise
		Questionable Foundations
		Historical Bias
	360-Degree Feedback as an Administrative Requirement
	The Essentials for Successful Succession
		Implementing a New System
		The Foundations for Genuine Success
Appendix A: Detailed Case Histories
	Dell Computer Company
	Dow Chemical Company
	Eli Lilly and Company
	PanCanadian Petroleum
	Sonoco Products Company
Appendix B: Research Methodology
	
 

Library of Congress Subject Headings for this publication: Executives, Leadership, Executive succession, Executive succession Case studies