Succession Planning and Leadership Development: Critical Business Strategies
Susan Strauss RN Ed.D. is a national and international speaker, trainer, and consultant. Her specialty areas are harassment, discrimination and bullying; organization development, and management/leadership development. Her clients are from healthcare, education, business, law, and government organizations from both the public and private sectors. Susan conducts bullying and harassment investigations, works as an expert witness for harassment and bullying lawsuits, and coaches those managers and employees that need assistance in stopping their harassing or bullying behavior.
Dr. Strauss has authored over 30 books, book chapters, and articles, as well as written curriculum and training manuals. Susan has been featured on 20/20, CBS Evening News, and other television and radio programs as well as interviewed for newspaper and journal articles such as the Times of London, Lawyers Weekly, and Harvard Education Newsletter.
Susan has presented at international conferences in Botswana, Egypt, Thailand, Israel, Palestine, Bali, Lebanon, and the U.S., and conducted sex discrimination research in Poland. She has consulted with professionals from other countries such as Israel, England, Australia, Canada and St. Maartin. She has her masters in community health and holds a doctorate in organizational leadership.
Every organization, regardless of its size, needs succession planning. Harvard Business Review stated that the CEO succession process is broken in the U. S. and around the world. This results in poor performance followed by higher turnover and corporate instability. But organizations need to be thinking broader than just CEO succession they need to dig deeper into the organization when thinking “succession”. As labor shortages increase, succession planning and leadership development require strategic initiatives requiring rigorous consideration. Organizations must move away from the “replacement” mindset to measuring success long term. Are the right people moving at the right pace into the right jobs at the right time? Attention should be directed to capturing the intellectual capital that exists within the organization and developing leadership candidates.
How does your organization address succession planning or doesn’t it? Some organizations merely have informal conversations as to who should be promoted to what jobs without addressing the broader long-term approach of higher-level succession. These informal tactics usually fail to ensure strong stability within the organization. More formal strategies for succession planning are warranted to support the organization going forward into the future.
Are you constantly developing your employees for talent mobility and leadership? Do you know key employees that demonstrate the kind of knowledge and skill needed for your organization to succeed in a challenging market? Do you offer career planning for employees? What development opportunities do you provide? Do you provide lateral development opportunities? What about assigning new challenging project assignments meant to build necessary skills? These and other strategies will be addressed in this webinar.
Learning Objectives
- Identify where in the organizational structure succession planning should begin
- Discuss leadership development as a fundamental element of succession planning
- Describe leadership development tools, opportunities, and activities
- Distinguish the roles of those involved in succession planning
Who Should Attend
- Every industry
- Human Resources professionals
- Management
- Boards
- Senior leaders
- Learning and Development professionals
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$200.00
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