Beyond Succession Planning : New Ways to Develop Talent / Lori J. Spina, James D. Spina.

Includes bibliographies and index.

Intro -- Half Title Page -- Title Page -- Copyright Page -- Acknowledgments -- Contents -- Preface -- Introduction -- Our Purpose -- The Challenges of Strategic Succession System Changes and Implementation -- The Replacement Plan Problem -- 1: Rethinking Your Succession Management System -- How to Evaluate Your Succession Management System -- How to Reduce Resistance to Change -- Building a New Succession Management System -- What it Takes to Move Forward -- 2: Aligning Critical Organizational Elements with a Strategic Succession System -- Vision and Mission Statements

Align Key Success Factors with Critical Resources -- The Roles Played by Values and Strategies -- 3: Revisiting Your Performance Appraisal System -- How to Apply a "S.W.O.T." (Strengths/Weaknesses/Opportunities/Threats) to Performance Appraisal Analysis -- Five Factors to Move Beyond Tradition Appraisal Systems -- How to Improve Appraisal Feedback and Avoid Rating Errors -- The Top Six Rating Errors2 -- How to Align Meaningful Rewards with Performance -- 4: Critical Thinking Skills for Succession Decisions -- Top Management: Three Levels of Thinking -- Application of Critical Thinking Outcomes

"What People Want from Work" -- 5: Communicating the Need for a New Succession Process -- Effective Communication Skills -- Two-Way Communication Challenges -- Leadership Styles for Leading Change -- Ways to Engage Key Staff in the Succession Process -- 6: Creative Thinking Methods that Work -- Creativity Versus Innovation -- Examples of Creative Thinking in Action -- A Creative Thinking Exercise -- Nominal Group Brainstorming -- Interpretation of Responses: "I Can Read Your Mind" -- 7: Creating A Strategic Succession System -- Align Key Organizational Elements with Business Strategy

Drive Fear Out of the Workplace -- Create Succession Readiness Categories -- Delegating for Development of Talent -- A Successful Case Study -- Qualifications -- Effective Delegation as an Example -- Successful Outcomes -- 8: A Succession System for High Potential and High Performing Staff -- How to Build a Development Program for High Potential People -- How to Build an Effective Mentoring Program -- Phases of a Typical Mentoring Relationship -- How to Build Development Plans for Protégés -- How to Build Development Plans for High Performers -- A Team Project Centered Learning Activity

A Project Focused Learning Activity for Individuals -- 9: Looking Ahead: Artificial Intelligence and Developing Talent -- Using AI as a Tool for Managing Talent -- Bringing AI into the Organization -- Storing Data -- 10: Special Issues -- Seeking Outside Expertise -- Do We Need it? -- How to Choose a Consultant -- Challenges of Developing Management Talent -- Revisiting the Ways People are Rewarded for Embracing Change -- An Invitation -- Epilogue: The "C" Leadership Theory Explained -- "Black Boxes" -- Appendix 1: Training of Mentors

Example: Mentor-Led A Protégé Training Session on Embracing Change.

James and Lori Spina illustrate how a strategic system aligns workplace transitions with the organizational vision, mission, and top level strategies to meet the needs of all stakeholders. Providing a road map for how to carry this out, they propose a cutting edge leadership style to complement this strategic approach.

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