%%YOUR_SCORE_CATEGORY_Emotional Readiness%%

Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."

Your org can definitely improve in this area. Here are some suggestions:

• Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
• Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
• Help your CEO or board identify their primary resistance to doing a succession plan
• Carve out a 3-hour session for the senior team to introduce the scope of a succession project

%%YOUR_SCORE_CATEGORY_Intentional Planning%%

Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities.  Someone is responsible for its implementation."

Your org can definitely improve in this area. Here are some suggestions:

• Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
• Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
• Pick an organizational champion for Succession Planning
• Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring

%%YOUR_SCORE_CATEGORY_Intentional Planning%%

Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities.  Someone is responsible for its implementation."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
• Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
• Pick an organizational champion for Succession Planning
• Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring

%%YOUR_SCORE_CATEGORY_Talent Evaluation%%

Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."

Your org can definitely improve in this area. Here are some suggestions:

• Generate Hi-Po metrics and definitions companywide
• Develop Hi-Po nomination system
• Interject objective measurements with trusted assessments
• Do self and organizational gap analysis of Hi-Po’s and potential successors
• Generate scorecard for each individual along with development path

%%YOUR_SCORE_CATEGORY_Talent Evaluation%%

Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Generate Hi-Po metrics and definitions companywide
• Develop Hi-Po nomination system
• Interject objective measurements with trusted assessments
• Do self and organizational gap analysis of Hi-Po’s and potential successors
• Generate scorecard for each individual along with development path

%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%

Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."

Your org can definitely improve in this area. Here are some suggestions:

• Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
• Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
• Generate and Institutional Knowledge Position Profile for senior leaders and core experts

%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%

Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
• Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
• Generate and Institutional Knowledge Position Profile for senior leaders and core experts

%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%

Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."

Your org can definitely improve in this area. Here are some suggestions:

• Train your managers on how to coach their direct reports through development goal setting
• Invest in new manager training courses for your up-and-coming leaders
• Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
• Work leadership development culture into your annual strategic goals

%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%

Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Train your managers on how to coach their direct reports through development goal setting
• Invest in new manager training courses for your up-and-coming leaders
• Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
• Work leadership development culture into your annual strategic goals

%%YOUR_SCORE_CATEGORY_Career Paths%%

Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."

Your org can definitely improve in this area. Here are some suggestions:

• Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
• Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
• Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign

%%YOUR_SCORE_CATEGORY_Career Paths%%

Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
• Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
• Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign

%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%

Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."

Your org can definitely improve in this area. Here are some suggestions:

• Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
• Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
• Have candidates keep a journal on their learning reflections
• Maintain a tracking mechanism for completion of learning experiences

%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%

Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
• Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
• Have candidates keep a journal on their learning reflections
• Maintain a tracking mechanism for completion of learning experiences

%%YOUR_SCORE_CATEGORY_Succession Metrics%%

Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."

Your org can definitely improve in this area. Here are some suggestions:

• Build timeframes, milestones and dates in your formal succession plan
• Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
• Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
• Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor

%%YOUR_SCORE_CATEGORY_Succession Metrics%%

Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Build timeframes, milestones and dates in your formal succession plan
• Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
• Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
• Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor

%%YOUR_SCORE_CATEGORY_Emotional Readiness%%

Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
• Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
• Help your CEO or board identify their primary resistance to doing a succession plan
• Carve out a 3-hour session for the senior team to introduce the scope of a succession project

%%YOUR_SCORE_CATEGORY_Emotional Readiness%%

Emotional Readiness means, "Our senior leaders, in particular our CEO, is comfortable talking about succession, and have included it as an organizational priority."

Your org can definitely improve in this area. Here are some suggestions:

• Calculate the hard and soft costs associated with losing some key employees in the last two years to quantify a business case for succession planning (note: mid-level managers and specialists tend to be 150% of annual salary; senior executives and core knowledge specialists tend to be 400%)
• Identify the top five positions primed for succession planning – “If we lost that person, we would be in serious trouble . . .”
• Help your CEO or board identify their primary resistance to doing a succession plan
• Carve out a 3-hour session for the senior team to introduce the scope of a succession project

%%YOUR_SCORE_CATEGORY_Intentional Planning%%

Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities.  Someone is responsible for its implementation."

Your org can definitely improve in this area. Here are some suggestions:

• Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
• Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
• Pick an organizational champion for Succession Planning
• Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring

%%YOUR_SCORE_CATEGORY_Intentional Planning%%

Intentional Planning means, "Our succession plan is documented with clear milestones, deadlines and accountabilities.  Someone is responsible for its implementation."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Engage the issue, rather than try to solve it entirely – Prioritize key senior leaders and knowledge experts who are the most critical to the organization’s continuity
• Add Succession Planning as one of your annual strategic priorities for the organization, obtain buy-in from the CEO and other decision-makers
• Pick an organizational champion for Succession Planning
• Sketch out an 18-month timeline for Institutional Knowledge Capture, Candidate Pool Identification and Evaluation, and Experience-Based Mentoring

%%YOUR_SCORE_CATEGORY_Talent Evaluation%%

Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."

Your org can definitely improve in this area. Here are some suggestions:

• Generate Hi-Po metrics and definitions companywide
• Develop Hi-Po nomination system
• Interject objective measurements with trusted assessments
• Do self and organizational gap analysis of Hi-Po’s and potential successors
• Generate scorecard for each individual along with development path

%%YOUR_SCORE_CATEGORY_Talent Evaluation%%

Talent Evaluation means, "We have systematically identified High-Potential (Hi-Po) leaders and/or succession candidates for key management and knowledge positions."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Generate Hi-Po metrics and definitions companywide
• Develop Hi-Po nomination system
• Interject objective measurements with trusted assessments
• Do self and organizational gap analysis of Hi-Po’s and potential successors
• Generate scorecard for each individual along with development path

%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%

Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."

Your org can definitely improve in this area. Here are some suggestions:

• Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
• Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
• Generate and Institutional Knowledge Position Profile for senior leaders and core experts

%%YOUR_SCORE_CATEGORY_Knowledge Sharing%%

Knowledge Sharing means, "We have catalogued the institutional knowledge (Functions, Technical Expertise, Competencies and Key Relationships) of our key positions and have created redundancy with other individuals."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Have each senior leader (VP and above) and core experts of do a self-assessment of Function, Technical Expertise, Competencies and Industry Relationships
• Conduct 360 assessments and behavioral interviews of these areas of Institutional Knowledge
• Generate and Institutional Knowledge Position Profile for senior leaders and core experts

%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%

Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."

Your org can definitely improve in this area. Here are some suggestions:

• Train your managers on how to coach their direct reports through development goal setting
• Invest in new manager training courses for your up-and-coming leaders
• Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
• Work leadership development culture into your annual strategic goals

%%YOUR_SCORE_CATEGORY_Leadership Development Culture%%

Leadership Development Culture means, "Our organization prioritizes highly, in terms of dollars, time and energy on identifying, developing, incentivizing and promoting leaders."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Train your managers on how to coach their direct reports through development goal setting
• Invest in new manager training courses for your up-and-coming leaders
• Identify leadership traits or competencies that are missing in each unit of your company, and look to develop those
• Work leadership development culture into your annual strategic goals

%%YOUR_SCORE_CATEGORY_Career Paths%%

Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."

Your org can definitely improve in this area. Here are some suggestions:

• Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
• Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
• Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign

%%YOUR_SCORE_CATEGORY_Career Paths%%

Career Paths means, "Our employees know their advancement track and there are opportunities for high performers to move up."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Create position profiles for every mid-level and higher role in the company, including functions, competencies and technical knowledge requirements
• Train managers to have career development discussions with direct reports, including helping employees do a self-assessment of their aspirations
• Develop career pathways for greater engagement -- vertical (next level up the ladder), horizontal (different role or department) or current position redesign

%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%

Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."

Your org can definitely improve in this area. Here are some suggestions:

• Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
• Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
• Have candidates keep a journal on their learning reflections
• Maintain a tracking mechanism for completion of learning experiences

%%YOUR_SCORE_CATEGORY_Experiential Mentoring%%

Experiential Learning means, "Successors are assigned projects, ride-alongs, customized development experiences and mentoring to narrow institutional knowledge gaps."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Based on candidate scorecards, generate a customized mentoring curriculum for candidates with go-and-do exercises, stretch projects, ride-alongs and other experiential learning
• Pair with mentors to guide and debrief these experiences over an extended time period so as not to interfere with regular job duties
• Have candidates keep a journal on their learning reflections
• Maintain a tracking mechanism for completion of learning experiences

%%YOUR_SCORE_CATEGORY_Succession Metrics%%

Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."

Your org can definitely improve in this area. Here are some suggestions:

• Build timeframes, milestones and dates in your formal succession plan
• Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
• Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
• Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor

%%YOUR_SCORE_CATEGORY_Succession Metrics%%

Succession Metrics means, "Our succession plan is metrics-based, and the organization is able to track successor readiness, project milestones and quality of succession interactions."

While you have a mostly positive score in this category, there's always room for improvement.  If your org hasn't taken one or more of the following steps, you might see some helpful results from the following:

• Build timeframes, milestones and dates in your formal succession plan
• Appoint an organizational champion to monitor progress and hold participants accountable, particularly the senior executives who are mentoring (and need constant motivation)
• Develop a quarterly report to update the management team or board of directors on the progress of the succession plan
• Create a scorecard that will measure the candidates AFTER they have completed their succession assignments to see if they have moved the needle – populating this after-scorecard with data from 360 review and their mentor