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icy-data-oversight/assessment-and-selection/competencies/ Leadership: Leading Change, Leading People, Results Driven, Business Acumen, Building Coalitions Technical: Knowledge of transactional HR processes and automated systems; HR operations such as staffing, position classification, labor relations, performance manag... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.483 | 0.82 | ["leadership", "strategy", "management", "economy", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630206 | [
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sults are available) on staff readiness and developmental needs. For example, what competencies had the highest percentage of Needs Improvement; what are the levels of engagement and aspiration; what barriers exist; and to what degree do the barriers discourage the talent pool from aspiring to the position. If results ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.505 | 0.854 | ["leadership", "strategy", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630264 | [
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t a talent pool is strongest in the following leadership competencies: Results Driven (50%) and Building Coalitions (48%) and Needs Improvement in Leading Change (25%) and Leading People (22%). 70% of the talent pool gives discretionary effort (engagement) and 75% are committed to and intend to stay with the organizati... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.443 | 0.852 | ["leadership", "motivation"] | 496 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630318 | [
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at the next level of responsibility (aspiration). Mobility is a barrier with 60% not willing to move to obtain a leadership position. 9. Successor Developmental Techniques Action Plan: Developmental Assignments: Ready Now and Ready 1-2 years candidates developmental assignments include: 1. Receiving guidance from assig... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.619 | 0.692 | ["leadership", "interview"] | 488 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630364 | [
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ting Procedure (SOP) for Technical Competency. 4. Facilitating a round table discussion to determine strategies to improve processes. Ready 3-5 years candidates will continue OJT, informal mentoring and coaching. Where opportunities exist or if required, formal classroom training will be provided. Formal Training : 1. ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.582 | 0.692 | ["philosophy", "leadership", "education", "interview"] | 484 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630410 | [
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ing Change – Provided by the Local University 10. Ability to Recruit and Attract Candidates: (Mark one rating within each time period.) Within 12 Months Within 1 to 2 years Within 3 to 5 years [ ] HIGH = The quality and quantity of candidates is outstanding. [X] MODERATE = The quality and quantity of candidates is aver... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.55 | 0.862 | ["interview", "education"] | 456 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630454 | [
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uality and quantity of candidates is outstanding. [ ] MODERATE = The quality and quantity of candidates is average. [ ] LOW = The quantity and quality of candidates is insufficient. [X] HIGH = The quality and quantity of candidates is outstanding. [ ] MODERATE = The quality and quantity of candidates is average. [ ] LO... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.373 | 0.864 | ["interview", "leadership"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630514 | [
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e shortage of qualified workers or leaders in the local geographic area. Possible recruitment pools include nearby colleges and universities in the surrounding area. 11. Outlook for Recruiting in the Future: Once the initial recruits are successfully brought into the agency, more potential applicants will apply for pos... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.602 | 0.84 | ["leadership"] | 471 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630564 | [
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ons and willing to acquire new leadership skills. ↑ Back to top Phase 3: Strategy The purpose of this phase is to identify succession planning strategies that will address the results of the analysis phase. Relevant Tools Individual Development Plan Knowledge Transfer Questions Leadership Development Matrix Phase 3: St... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.628 | 0.856 | ["leadership", "strategy", "education", "communication"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630613 | [
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ool that identifies activities that will help individual employees enhance their job-related knowledge, skills, and abilities. Conversations on performance between individual employees and their supervisors help clarify and update current job requirements and expectations, which in turn supports improvements in our abi... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.564 | 0.834 | ["career", "education", "philosophy"] | 483 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630660 | [
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meet the requirements of their current position. The IDP also captures short term (2-3 years) and long term (3-5 years) career goals, including advancement to other positions, and what will be required to successfully achieve those goals. IDPs are used during the succession planning process to document and support pote... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.49 | 0.846 | ["strategy", "career", "education", "philosophy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630707 | [
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n learning projects, formal training, etc., to provide exposure to the skills, knowledge, and ability needed for successful current performance as well as advancement to positions of greater responsibility and complexity. IDPs are not a promise or contract for training, or for promotion or other advancement. Learning P... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.577 | 0.83 | ["education", "philosophy", "strategy"] | 451 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630753 | [
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sfer Questions (Word) What is Knowledge Transfer? It is the process that allows an organization to 1) capture, honor, and preserve the knowledge, work experiences, and accomplishments of individuals in key positions and 2) to support the continuity of the work when those positions are vacated. What are the Benefits of ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.556 | 0.84 | ["education", "ethics", "salary"] | 466 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630802 | [
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y to capture best practices and legacy knowledge. Why is it important for employees who are leaving the organization participate in a Knowledge Transfer interview? The knowledge transfer interview prompts an employee to think about personal experiences and lessons learned. The information gathered will be shared with t... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.588 | 0.82 | ["education", "interview", "philosophy"] | 411 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630848 | [
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r(s) to prepare them for a succession transition. When should a Knowledge Transfer interview be completed? If this is a planned transition, the incumbent should complete the knowledge transfer interview as soon as he or she is preparing to leave the current position, preferably no later than one month prior to the last... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.445 | 0.852 | ["interview", "education", "management", "career"] | 486 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630897 | [
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vide their responses to their Manager/Supervisor. [Note: If the Office of Human Capital (OHC) conducts the interview, OHC will compile a written interview script and provide it to the incumbent and Manager/Supervisor for continued action.] The information collected may support a variety of purposes, such as identifying... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.434 | 0.846 | ["management", "interview", "education", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630981 | [
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rs; and capturing tips and suggestions to share with colleagues and future successors. The information gathered during the interview should be handled appropriately and shared on a need to know basis. Knowledge Transfer Questions Please note that some questions may not be applicable to your position. Your Organization ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.435 | 0.698 | ["interview", "education", "philosophy"] | 497 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631105 | [
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d/or capabilities in your organizational unit? 3. What cultural norms 2 (e.g., taking breaks with coworkers, sharing relevant industry articles) would you want to tell the future incumbent of this position about? Please address any one or more of the following: How the organization conducts its business, treats employe... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.559 | 0.856 | ["communication", "decision_making", "economy", "social_justice", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631240 | [
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onal expression The flow of information through the organization’s hierarchy Employee commitment towards organizational objectives Looking Forward 4. What ideas, goals, or projects have you not yet had the opportunity to pursue in this position? 5. Are there any business processes that you would change? 6. Are there an... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.387 | 0.676 | ["war_conflict", "philosophy"] | 418 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631357 | [
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allocate or realign? Advice for Your Successor 7. What are some of the most important lessons you have learned in your time in this position? 8. What are some of the key issues and challenges faced in accomplishing the work? 9. Of the key meetings/committees/working groups you attend, which are most critical for achiev... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.585 | 0.696 | ["crisis", "innovation"] | 459 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631501 | [
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accomplishments, or innovations in this position? 2 Norms are based on shared attitudes, beliefs, customs, expressed or implied contracts, and written and unwritten rules that the organization develops over time. Phase 3: Strategy – Leadership Development Matrix This Leadership Development Matrix, developed by the Offi... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.572 | 0.824 | ["leadership", "strategy", "management", "innovation", "education"] | 474 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631604 | [
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lopmental activities for leadership competencies. The leadership competencies are part of the competency model for executive positions called the Executive Core Qualifications (ECQ) . The ECQs and the recommended leadership development activities are relevant for executive positions. The competencies are also relevant ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.411 | 0.81 | ["leadership", "management", "resume"] | 416 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631688 | [
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, such a team leaders, supervisors, and managers. Competency Recommended Leadership Development Activities Leading Change: Creativity and Innovation Engage in action learning projects with leaders from different functional areas within the organization. Projects should focus on development of new ideas, policies, and o... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.46 | 0.818 | ["leadership", "innovation", "management", "education"] | 458 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631777 | [
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hould include feedback mechanisms, and mentoring. Engage in a developmental assignment that entails such activities as brainstorming and refining new policies, leading a policy launch effort, assessing implications of new technologies on organizational processes, or turning around a failing policy or process. Such assi... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.461 | 0.836 | ["leadership", "strategy", "war_conflict"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.631945 | [
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... | ||
e generating future scenarios for the organization requires consideration of key stakeholders, numerous external trends (political, economic, societal, technological, legal, environmental, and industry), and the uncertainties of the future. Utilize a mentor who can serve as a source of additional information regarding ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.585 | 0.844 | ["economy", "leadership", "strategy", "career", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632103 | [
-0.02993854135274887,
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equires the leader to work with others from different organizations to set up a new policy or strategic direction. Leading Change: Flexibility Engage in job rotations where the leader experiences different work environments and learns new perspectives. Engage in multiple developmental assignments that differ significan... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.459 | 0.848 | ["leadership", "strategy", "crisis", "career", "philosophy"] | 494 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632207 | [
-0.01836405321955681,
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work with new and different frames of reference. Work with leadership and peer coaches who promote considerably different ways and perspectives for understanding work problems. Participate in leader development workshops that utilize complex work simulations featuring active learning, significant variety in experienced... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.569 | 0.828 | ["leadership", "management", "education"] | 505 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632306 | [
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management tools and stressor-coping mechanisms. Work with a coach to identify and develop solutions to stress-inducing work problems. Such coaching should be paired with multi-source feedback. Leading Change: Strategic Thinking Engage in developmental assignments that involve setting new directions, working on strateg... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.378 | 0.834 | ["strategy", "leadership", "management", "education", "philosophy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632412 | [
0.07088030129671097,
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learning projects that have a strategic focus; (b) group dialogue of strategic case discussions; and (c) strategic business games and simulations. Attend courses and workshops that provide models of strategic thinking and pair these models with experiential exercises. Utilize a mentor who can guide the leader's cogniti... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.565 | 0.848 | ["strategy", "leadership", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632507 | [
0.10484348237514496,
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g and development of new directions for the organization. Participate in team-based workshops comprised of action learning projects that create cross-functional exposure and include exercises aimed at future trends of the organization. Engage in scenario planning with team members to create a shared vision towards the ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.578 | 0.842 | ["management", "war_conflict", "strategy", "leadership", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632595 | [
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... | ||
onflict-laden (e.g., dealing with a problem employee, serving as a negotiator or mediator, working with people from different cultures, and leading groups with diverse members). Participate in and/or lead an action learning project with teams composed of members from different functional areas and with different perspe... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.543 | 0.846 | ["leadership", "management", "communication", "war_conflict", "education"] | 510 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632683 | [
-0.025779513642191887,
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a leader development plan to address these areas. Coaching should be combined with conflict management workshops, and development/ action learning assignments. Attend workshops that provide insight into conflict management styles and conflict resolution strategies. Such workshops should include not only lectures but di... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.456 | 0.834 | ["war_conflict", "management", "leadership", "communication", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632782 | [
0.012808873318135738,
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ments that entail working with groups containing members from diverse backgrounds and perspectives. Such assignments should be paired with feedback providers. Engage in service learning assignments paired with feedback and coaching. Participate in extended workshops that utilize behavioral modeling, role plays, cultura... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.426 | 0.828 | ["education"] | 487 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632882 | [
-0.0028098623733967543,
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ired with mentoring and action learning projects. Leading People: Developing Others Participate in a coaching relationship. The coaching should focus specifically on skills in providing feedback and opportunities to subordinates, active listening techniques, and asking open-ended questions. Engage in a mentoring assign... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.404 | 0.836 | ["leadership", "networking", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.632988 | [
-0.0023790393024683,
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ck and helping subordinates construct individual development plans. Engage in a formal self-development intervention that requires diagnosis of self-learning needs, construction of a self-learning curriculum, and evaluation of learning gains. Practice with such an intervention can foster skills that generalize to devel... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.418 | 0.83 | ["education", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633084 | [
0.04893007501959801,
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e listening, providing feedback, and assigning developmental activities. Such feedback should be paired with coaching. Leading People: Team Building Lead a team-based action learning project. The action-learning project should also include feedback mechanisms, and mentoring. Participate in coaching with multi-source fe... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.38 | 0.838 | ["management", "education", "leadership", "motivation"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633167 | [
0.009157032705843449,
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0.009186044335365295,
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t motivates team members and increases team commitment. Such coaching should also be paired with multi-source feedback to increase the self-awareness of the team building skills that need improving. Engage as a team lead in challenge exercises, adventure learning exercises, and team-based simulations. Feedback should b... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.432 | 0.84 | ["management", "leadership", "motivation", "crisis", "war_conflict"] | 474 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633263 | [
-0.017214780673384666,
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n continues when they return to the organization. Results Driven: Accountability Establish a coaching relationship that emphasizes the importance of concrete goal establishment and responsibility for goal completion. Such coaching can also focus on delegation as well as time and project management skills. Coaching shou... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.46 | 0.832 | ["networking", "management"] | 484 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633357 | [
-0.021242192015051842,
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ing low accountability by peers and subordinates. Results Driven: Customer Service Engage in an action learning project that focuses on improving internal and external customer service systems and processes. This project should be paired with self-reflection or personal growth programs to foster greater self-awareness ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.412 | 0.844 | ["war_conflict", "leadership", "education"] | 500 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633442 | [
-0.03590422868728638,
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0.0592302642762661,
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hose with the leader’s own needs and constraints. This coaching should include gu | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.439 | 0.576 | ["leadership"] | 81 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.633525 | [
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Corporate Executive Development Program The Corporate Executive Development Program (CEDP) is a one-of-a-kind, immersive leadership experience designed exclusively for high potential talent who are mid-level managers and directors preparing for executive levels of responsibilities. CEDP provides participants with the k... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.428 | 0.824 | ["leadership", "management", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845473 | [
0.004472233355045319,
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-0.08001406490802765,
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ing the advantages multidimensional executives bring to corporate America. Simply put, CEDP is strategically created to address the barriers faced by individuals within the talent pipeline. CEDP is guided by a distinguished advisory board of executives from nationally recognized organizations and exceptional faculty wh... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.4 | 0.844 | ["management", "communication", "strategy", "innovation"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845619 | [
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ent at the managerial level, there exists a substantial gap in representation at the executive and senior executive levels. Research shows that jumping from mid-level management positions to higher level is a steeper climb. CEDP is open to all and based on participants’ achievements and contribution to their organizati... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.403 | 0.854 | ["leadership", "management", "philosophy", "communication"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845699 | [
0.031663861125707626,
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– Topic: Leadership Format: On Campus Location: SMU Cox School of Business Credentialing: Upon successful completion of the program, participants receive a certificate. Price: Please contact us at 214.768.8232 or leadershiplab@smu.edu for pricing information. Questions? To learn more about the program, contact us at 21... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.524 | 0.684 | ["leadership", "philosophy", "management", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845750 | [
-0.023427128791809082,
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executive positions Prepare newer leaders for sustained success at high levels Achieved Through Practical, interactive, and hands-on learning experiences Awareness of cultural barriers and opportunities for advancement Individual development plans based on proven competencies of successful leadership Support for applic... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.611 | 0.676 | ["leadership", "resume", "war_conflict", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845818 | [
0.031570326536893845,
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t participants Successful corporate leader role models as guest speakers Network with experienced senior managers who faced similar challenges in their careers Program Phases Delivered in three instructional phases over six months, CEDP highlights the advantages that up-and-coming executives bring to corporate America.... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.572 | 0.83 | ["management", "leadership", "crisis", "networking", "career"] | 462 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845875 | [
0.07400491088628769,
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oject meetings and continuing education sessions. Phase 1: Leading with Authenticity (Leading Self) This phase is devoted to developing ‘self’ and understanding the power of individual culture in executive development. Participants will gain insights to intentionally use culture— individual, corporate and national—in s... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.588 | 0.84 | ["leadership", "philosophy", "management", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845924 | [
0.10177361220121384,
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s learn to leverage cultural diversity in others to maximize the performance of work units and teams and to work effectively across borders. Participants learn to use coaching and mentoring tools to develop talent and gain institutional knowledge. Phase 3: Becoming a Corporate Leader (Leading the Organization) Particip... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.599 | 0.838 | ["leadership", "strategy", "management", "innovation", "war_conflict"] | 476 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.845977 | [
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ing, innovation, and change at enterprise levels. They gain an understanding of roles and behaviors associated with the highest levels of corporate leadership, including the relevance of active community engagement. PROGRAM HIGHLIGHTS 360 Assessments Each participant will complete a 360 degree feedback assessment of th... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.388 | 0.844 | ["leadership", "innovation", "war_conflict", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.846724 | [
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an individualized development plan and form the foundation of the mentoring relationship that continues through the programs. Mentors Participants are assigned executive mentors with significant leadership experience within Fortune 1000 companies. These seasoned professionals assist in preparing and implementing person... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.602 | 0.818 | ["leadership", "networking", "career", "philosophy"] | 477 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.847883 | [
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orld-renowned experts in leadership and business. Our executive advisors share practical insights, tools, and tips with participants in the classroom. Team Project Throughout the program, participants work in small teams applying new tools and concepts to create an entrepreneurial solution to a current social problem. ... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.586 | 0.83 | ["management", "leadership"] | 454 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848032 | [
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s, mentors, and corporate advisory board members. Who Should Attend? Mid-level managers and directors with the demonstrated track records and potential to ascend to executive positions. Engaged leaders who are committed to developing their managerial skills and approaches to optimize team performance Leaders who are su... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.469 | 0.824 | ["management", "leadership", "philosophy"] | 440 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848148 | [
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ble for developing talent in their organizations. These executives should be visionaries committed to meeting the emerging needs of their global markets. Time Commitment CEDP requires significant commitments from participants. It is important that individual’s participation is supported by their organization. To acknow... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.44 | 0.842 | ["leadership", "strategy", "management", "education", "philosophy"] | 510 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848232 | [
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ogram and invited to participate in key elements. Schedule The six-month program is delivered in three phases with two cohort options . Each phase begins with a multi-day, in-person module on the SMU campus and continues with virtual team project work and individual development activities until the start of the next ph... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.537 | 0.862 | ["leadership", "management", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848289 | [
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Blue Cohort Phase 1* April 13-16, 2026 April 14-17, 2026 Phase 2* May 11-14, 2026 May 12-15, 2026 Phase 3* September 14-17, 2026 September 15-18, 2026 Learn More Contact Ana Rodriguez, Executive Director for the Leadership Lab, at leadershiplab@smu.edu or 214.768.8232 to learn more about the Corporate Executive Develop... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.547 | 0.836 | ["leadership", "management", "education"] | 472 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848353 | [
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g education sessions follow the in-person module. For an entirely online-only option, contact the team at leadershiplab@smu.edu if interested in virtual dates. Course Certification We have partnered with Credly to translate the learning outcomes you’ve demonstrated into a badge, issued and managed through Credly's digi... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.517 | 0.842 | ["leadership", "education", "management", "philosophy"] | 493 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848403 | [
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Activate any of the buttons to disable rotation. Use Next and Previous buttons to navigate Pause slide rotation Resume slide rotation Previous slide Carolina Roa, Sr. Land & Facilities Development Manager, DFW International Airport "CEDP was an eye-opener: deeper self-awareness creates the space for intentional, authen... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.551 | 0.848 | ["leadership", "networking", "management", "career", "resume"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848452 | [
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training and networking opportunities to high-potential managers and directors preparing for executive-level responsibilities. Hettie Tabor, Academic Director, SMU Cox School of Business "Data-driven companies are harnessing the power of advanced analytics and artificial intelligence to make smarter decisions, optimize... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.544 | 0.832 | ["management", "networking", "strategy", "decision_making", "ai_basics"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848505 | [
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digital transformation, envision where your teams and organization need to be in 10 years—and how to get them there. Participant, 2018 "This has been a fantastic program. It made me so much more intentional in how I approach my job and managing. The speakers were excellent and gave real, practical advice on how to mana... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.424 | 0.87 | ["management", "leadership", "strategy", "career", "philosophy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848559 | [
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for the first time, this powerful management course will arm you with what's needed to handle the toughest tests. Jay Ortiz, AT&T Conexion "The Rising Leader Program equips you with all the tools needed to climb the corporate ladder, but more importantly, become a better version of yourself while doing so... this cours... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.391 | 0.858 | ["management", "leadership"] | 510 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848619 | [
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managerial positions and equips them to progress into higher levels of responsibility. Participant, 2019 "I enjoyed having different instructors, each knowledgeable in a specific area. The course was filled with very practical and insightful lessons to become a better leader... it was an amazing program that helped tie... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.556 | 0.85 | ["leadership", "strategy", "management", "education", "philosophy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848693 | [
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your leadership vision and approach from the inside out. Next slide Examine Our Other Offerings Finance To compete and succeed, companies need leaders in every department who can speak the dollars-and-cents language of business. Managers who can interpret financial reports, assess the impact of decisions and communicat... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.583 | 0.848 | ["leadership", "career", "communication", "strategy", "management"] | 506 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848867 | [
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d at critical junctions in your corporate career. Whether you're moving into your first managerial job or already at the senior executive level, we'll help you refine your essential competencies, business acumen and soft skills. Learn more Strategy You are challenged every day to uncover ways to create value for ever m... | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.582 | 0.862 | ["strategy", "career", "management", "crisis"] | 485 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848925 | [
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ou choose to do it to survive, grow, and prosper. Learn more Want To Keep Exploring? See the Course Calendar Next Steps Questions? Not sure which program fits your needs? Reach out to our team. Request more information | https://www.smu.edu/cox/executive-education/for-individuals/short-courses/multidimensional/cedp | Corporate Executive Development Program | SMU Cox School of ... | smu.edu | unknown | false | 0.561 | 0.626 | ["management", "philosophy"] | 218 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.848973 | [
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s, scenarios and projects designed to broaden their exposure to issues, experiences, departments and people. Paulus and Foss noted the importance of developing a sense of community among the group's members, recognizing that these individuals must be able to work together as they assume future leadership roles within t... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.396 | 0.834 | ["leadership"] | 427 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.049612 | [
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n efforts and (c) the extent to which diversity in promotions reflects the achievement of pre-established leadership diversity goals. Source: “NCHL White Paper on Best Practices in Health Leadership Succession Planning” ( www.nchl.org ), used with permission of the National Center for Healthcare Leadership Get Involved... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.633 | 0.802 | ["leadership", "strategy"] | 376 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.049848 | [
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By Cindy Fineran , Thomas Giella , Larry Walker Ensuring that an organization has consistent and effective leadership at the top is a principal board responsibility. It includes a continual planning process for meaningful leadership succession that will ensure a seamless and successful transition from one executive lea... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.626 | 0.858 | ["leadership", "strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.049989 | [
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a new CEO, whether the CEO leaves abruptly or whether the departure is well-planned and organized in advance. Best-practice boards ensure that effective succession planning extends deeper into the organization as well. Mission critical Succession planning for the CEO and other top officers in a hospital or health syste... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.424 | 0.86 | ["leadership", "strategy"] | 510 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050131 | [
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caused by a CEO’s sudden departure, only a third have a succession plan at any level of the organization [see “Leadership Development in Healthcare Systems: Toward an Evidence-based Approach” by Matthew M. Anderson and Andrew N. Garman, National Center for Healthcare Leadership, 2014, www.nchl.org]. The Korn Ferry Hay ... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.624 | 0.858 | ["leadership", "war_conflict"] | 497 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050360 | [
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ers are aware of the skills needed for each role. These models also can help to assess the future challenges the organization likely will face so it can begin to identify competencies that will be needed to address them. In addition, Hay points out that while “successor grooming” is an important part of succession plan... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.483 | 0.84 | ["communication", "strategy", "crisis", "war_conflict"] | 422 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050548 | [
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he external landscape for chief executive talent. If an organization’s internal talent compares favorably with potential external candidates, an outside search may not need to occur. While this evaluation is an inherent part of a comprehensive succession planning process, it may seem threatening to existing employees w... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.482 | 0.85 | ["strategy", "leadership", "interview"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050687 | [
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omprehensive succession planning as a significant part of its leadership responsibility. Governance essentials Succession planning is an intentional and deliberate process of identifying and preparing promising executives for greater future responsibilities. The process is an investment in leadership development and co... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.65 | 0.822 | ["leadership", "strategy"] | 454 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050829 | [
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standard” for CEO succession [see sidebar below]. The board also needs to consider the following as it evolves its succession plan: CEO buy-in is essential: For a succession plan to be successful, the CEO must embrace the process. Steve Wheeler, board chair at HonorHealth in Phoenix, credits the board’s intentionality ... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.438 | 0.844 | ["strategy", "management", "ethics", "networking"] | 489 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.050978 | [
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s for its successful succession-planning process. CEOs who become part of the succession process begin by holding candid discussions with the board chairman, defining a desired retirement or exit date. They help the board to define the CEO’s role in a current, detailed description. They work with the human resources te... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.633 | 0.83 | ["leadership", "management", "interview", "strategy"] | 432 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051122 | [
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those candidates to develop leadership qualities. They encourage additional training, create working scenarios that place candidates in real-world situations and continually evaluate candidates’ potential for further development. Garren Colvin, president and CEO of northern Kentucky’s St. Elizabeth Healthcare, helped h... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.581 | 0.834 | ["leadership", "interview"] | 483 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051267 | [
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ame age and all near the same targeted exit date. Recognizing the need to be more systematic in nurturing the next generation of leaders, Colvin and the board developed a written succession plan that reaches down to front-line managers to prepare the organization for a smooth transition in its executive leadership. Tha... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.507 | 0.842 | ["leadership", "management"] | 444 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051407 | [
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lls from within the organization, he says. As St. Elizabeth board chair Jim Votruba observed, “It’s pretty hard to scramble when you’re replacing a team that has the chemistry that our team has and with the resulting successes that they’ve had.” More than a job description — a leadership role description: In planning f... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.465 | 0.868 | ["leadership", "management", "strategy", "career"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051526 | [
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s in the hospital, externally in the community and broadly with a variety of key stakeholders. This role description must tie directly to the hospital’s strategic plan and mission and include the characteristics or qualities necessary for a new CEO to be successful. The board must also develop a timeline for succession... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.428 | 0.868 | ["strategy", "management"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051668 | [
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the CEO and the board for facilitating the transition. Developing an in-house leadership development program: The governing board, working with the CEO and the human resources team, may consider establishing an in-house leadership development program designed to meet the current and future leadership needs of the organ... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.426 | 0.844 | ["leadership", "management"] | 499 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051784 | [
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ent to extend the organization’s talent pipeline. Development of a series of leadership courses may include topics such as critical issues in health care today and in the future, and more generalized leadership topics like managing conflict or building consensus. Each candidate may be assigned a mentor to help with que... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.463 | 0.832 | ["leadership", "interview", "management", "war_conflict"] | 435 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.051902 | [
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g and assist with overall leadership development. As candidates move through the program, they might work with managers in different areas of the organization to broaden their knowledge and experience. At the end of the program, candidates are re-evaluated and career paths defined. They are considered for any open posi... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.586 | 0.832 | ["interview", "leadership", "management", "career", "education"] | 443 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052091 | [
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and considered for further experiential training. In developing a succession plan for vice presidents and directors at Mission Health in Asheville, N.C., Ron Paulus, M.D., president and CEO, and Taylor Foss, senior vice president of organizational transformation, recognized the need to better prepare the individuals th... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.489 | 0.84 | ["leadership", "interview", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052297 | [
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oss to see who emerges as a leader among leaders. Succession planning takes time and patience: Creating unique leadership experiences and nurturing the next generation of top talent takes time, patience and care, and requires a firm and durable commitment from the governing board. Trustees must have opportunities to be... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.517 | 0.862 | ["leadership", "interview", "strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052375 | [
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to know each candidate personally and get a sense of each individual’s leadership abilities. As HonorHealth’s Wheeler observed, it’s important that board members care not only about understanding the business but also about knowing the people in various leadership positions. When HonorHealth’s chief financial officer w... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.391 | 0.83 | ["leadership", "ethics", "interview"] | 427 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052439 | [
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had to ask, “What’s he like?” They already knew. Experts suggest a three- to four-year CEO succession process, advising that too much change can occur to meaningfully plan further out. A best practice is for the CEO, board and, if identified, the successor, to set a clear and firm retirement date — advice that HonorHea... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.428 | 0.866 | ["ethics", "strategy", "interview"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052502 | [
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er, giving him a wider span of administrative control and experience before becoming CEO. As Wheeler observed, “We had time to do this because we had reached an arrangement with our prior CEO as to when he would retire, had an extension agreement with him for that time and dealt in the contract with his availability as... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.404 | 0.854 | ["negotiation"] | 437 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052579 | [
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tical success factor at St. Elizabeth Healthcare. Its board is intentional about how it brings people along, routinely asking whether there is the inside talent to replace a leader or if it needs to seek outside assistance. If the board determines it is necessary to look broadly outside the organization, it builds in a... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.469 | 0.862 | ["leadership", "strategy"] | 490 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052645 | [
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ual process for reassessing the plan’s evolution. The board should review the human resources team’s progress in identifying and fostering leadership candidates. Annual assessments can include re-evaluation of skills and knowledge and reviews of positions for which candidates might be qualified. As employees begin to m... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.511 | 0.85 | ["leadership", "management", "interview", "strategy", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052775 | [
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able to ensure the availability of future executives who are well-qualified to assume administrative leadership responsibilities. When the unexpected happens: What happens if a CEO leaves suddenly for whatever reason? Speaking from experience, St. Elizabeth’s Votruba emphasizes the importance of having a succession pla... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.48 | 0.83 | ["leadership", "communication", "strategy", "philosophy"] | 465 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052850 | [
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after an unforeseen departure occurs, he advises. Beyond CEO succession Leading organizations extend the ethic of succession planning beyond the CEO’s position to continually nurture and develop talent at multiple levels throughout the organization. According to the Hay Group, as boards oversee development planning for... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.509 | 0.844 | ["strategy", "leadership", "management"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052914 | [
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will impact the organization’s need for top talent. The best organizations proactively identify how current and future changes in their strategies and business models will affect the type of people they need. They define the skills future leaders should possess and ensure that they have senior leaders who are most like... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.493 | 0.832 | ["leadership"] | 428 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.052978 | [
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and work. Identify critical leadership positions. Forward-thinking organizations identify specific mission-critical roles — those that have the greatest value to their organization. Some of these positions may not yet appear on the organizational chart. Once they are identified and defined, it is important to specify t... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.397 | 0.832 | ["leadership", "career", "war_conflict", "philosophy"] | 473 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053041 | [
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mpetencies necessary to perform them effectively. Accurately chart the depth and breadth of the talent pool. Many organizations stretch their top talent by placing people into roles for which they lack critical experience and know-how to determine which individuals have the flexibility to develop new competencies to as... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.499 | 0.852 | ["philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053106 | [
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ls among the organization’s top talent are the best fit for critical roles. This assessment should be conducted for current positions and for new roles likely to exist in the future so that critical development needs can be identified. Identify the specific risks to the organization in making any immediate move in a sp... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.447 | 0.87 | ["career", "interview"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053168 | [
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he move for both the organization and the candidate. This requires a highly focused definition of a candidate’s suitability for a specific set of job accountabilities, including functional requirements as well as interrelationships and interdependencies with other key leaders. Create an onboarding/development plan spec... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.432 | 0.846 | ["interview", "leadership", "communication", "networking", "career"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053231 | [
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dressed through a comprehensive and tailored onboarding process. This process should include a development plan for the individual and a plan for his or her manager to provide assistance and support. Measure succession ROI. A system should be put in place to track the return on investment of an organization’s successio... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.47 | 0.85 | ["management"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053291 | [
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ose expenditures with how well individuals are performing in their new positions. More recommendations for talent management and development planning are included in a sidebar below. Setting a sound leadership course Boards that tackle the succession process are setting the organization on a course that supports a seam... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.668 | 0.846 | ["leadership", "management", "strategy", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053353 | [
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ial succession programs allow internal talent to deepen organizational loyalty, provide an opportunity for leaders to advance along defined career paths and assist organizations in retaining crucial organizational knowledge and skills. A proven retention enhancer, succession planning can ensure younger executives a pla... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.61 | 0.846 | ["leadership", "strategy", "career", "war_conflict", "education"] | 505 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053420 | [
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esident of governWell, based in Wilsonville, Ore. Cindy Fineran ( cefineran@gmail.com ) is an independent consultant based in Salem, Ore. Thomas Giella ( Thomas.Giella@kornferry.com ) is chairman of Korn Ferry’s health care services practice. Tenets for CEO succession Align the board on future CEO profiles that are dri... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.585 | 0.682 | ["strategy", "interview", "economy"] | 464 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053485 | [
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ecutive potential and the CEO profiles developed. Think two to three CEO moves ahead; don’t just seek to replace the incumbent. Cross-train generations of CEO successors with a mix of on-the-job training, intensive coaching, mentoring and education. Become intimately familiar with the leaders on your succession bench a... | https://trustees.aha.org/articles/1331-succession-planning-an-investment-in-leadership-continuity-and-success | Succession planning: An investment in leadership continuity and success | AHA Trustee Services | trustees.aha.org | unknown | false | 0.632 | 0.83 | ["leadership", "career", "education"] | 445 | Succession Planning Talent Development | topic | 2026-04-14T01:02:13.053549 | [
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