Research Brief
A recording for this session isn't published. Below is the BPI editorial brief — key takeaways, an in-depth summary, and FAQs drawn from the original session materials and the presenter's body of work.
Presenter
Best Practice Institute
Best Practice Institute
Description
In this session, we will co-create the next practices for how to create and present succession plans for critical roles to the Board of Directors. This session will focus on immediate succession plans for C-level and other L1 and L2 roles that require Board approval. 2020 has accelerated the need for immediate succession plans to be developed and presented to account for any event or change. In addition, the rapidly changing workplace has created the need to revisit skills and requirements for those who would be moving into key roles in the short term. We have reached a new frontier in talent management, one where no playbook exists and there are no proven “best practices”, only NEXT PRACTICES. As a Senior Executive Board, we are uniquely positioned to create these within our organization for fighting for what we believe in and doing things differently and better than they have in the past.
Learning Points
What is a Next Practice Session: * Create the practices as you believe they Ought To Be. If we envision them, they will become reality. * Share one thing that you would like to do differently and haven’t had the chance. * Co-create the change you envision in your company. What a Next Practice Session IS NOT: * Sharing what has already been done, or what you have been told to do. * Sharing practices that you have learned from other organizations. In this session, we will use the following discussion prompts: The talent reviews and assessments we use to present succession candidates to the Board for approval are… The information that should be presented to the Board for consideration of C-level succession candidates is... To evaluate whether to recommend internal or external succession candidates to the Board, the following process ought to be done… I believe the best process to make a final decision is…
Key Takeaways
- 1.The session's goal is to co-create 'next practices' for succession, not rehash existing 'best practices.'
- 2.Succession plans for C-level and other critical roles require Board of Directors approval.
- 3.The changing workplace necessitates revisiting the skills and requirements for key leadership roles.
- 4.Accelerated change has created an urgent need for immediate succession plans for critical positions.
- 5.A key discussion point is how to evaluate and present both internal and external succession candidates to the board.
- 6.This collaborative session is designed to envision and create the future of talent management practices.
Co-Creating the Future of Succession Planning
The business landscape of 2020 and beyond has accelerated the need for robust, immediate succession plans. With no existing playbook for the current environment, organizations must move beyond "best practices" and begin to establish "next practices." This session is designed for leaders to co-create these new approaches for talent management.
A New Approach: The "Next Practice" Session
This interactive session differs from traditional learning environments. The goal is not to share what has already been done but to collaboratively design the processes and systems as they ought to be. Participants are encouraged to share innovative ideas and envision the change they want to see within their own companies.
Focus on C-Suite and Board-Level Decisions
The discussion centers on the critical process of creating and presenting succession plans for C-level, L1, and L2 roles to the Board of Directors. This requires a forward-thinking approach to defining the skills and requirements for leaders in a rapidly evolving workplace.
Key Discussion Areas
The session structure is guided by several key prompts to facilitate co-creation:
- Talent Reviews and Assessments: Examining the talent review and assessment methods used to present succession candidates to the Board for approval.
- Information for the Board: Determining what information is most critical to present to the Board when considering C-level succession candidates.
- Internal vs. External Candidates: Establishing a fair and effective process for evaluating whether to recommend internal or external candidates.
- Final Decision-Making: Outlining an ideal process for making the final decision on a succession candidate.
Succession planning is a critical organizational process that ensures continuity and stability by identifying and developing future leaders. This session delves into contemporary approaches, moving beyond traditional methods to embrace agile and forward-thinking strategies essential for today's dynamic business environment. Understanding and implementing these 'next practices' is crucial for long-term organizational health.
What you'll learn
- How to move beyond traditional succession planning models.
- Strategies for identifying high-potential talent within your organization.
- Methods for developing robust leadership pipelines.
- Techniques to integrate succession planning with overall strategic workforce planning.
- Ways to prepare for anticipated and unanticipated leadership transitions.
Who this webinar is for
- HR executives and leaders responsible for talent management.
- Organizational development specialists.
- Senior leaders and C-suite executives interested in future-proofing their leadership.
- Managers involved in developing their teams and identifying successors.
- Anyone focused on building a resilient and adaptable workforce.
Why it matters now
The rapid pace of change, evolving job markets, and shifting workforce demographics make traditional, static succession plans obsolete. Organizations face constant disruption, from technological advancements to global events, requiring a proactive and flexible approach to leadership continuity. Adopting next practices ensures that companies can adapt quickly, fill critical roles effectively, and maintain competitive advantage by having the right leaders in place when they are needed most.
How leaders can apply this
Leaders can start by assessing their current succession planning framework to identify gaps. Implement a more dynamic process that continuously evaluates talent and potential, rather than reviewing it only once a year. Encourage cross-functional development opportunities to broaden leadership capabilities. Foster a culture of mentorship and knowledge transfer to prepare emerging leaders. Utilize data analytics to identify skill gaps and predict future leadership needs, ensuring a strategic and informed approach to cultivating the next generation of leaders.
About this session
Key takeaways
Watching this webinar gives you grounded, practical perspective on workplace culture. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Best Practice Institute's direct experience.
Who this is for
CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for workplace culture inside their organization.
Why it matters now
Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about workplace culture.
How to apply it
Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.