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Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. Replacement planning is tactical in nature but vitally important for all companies, regardless of size. Organizations should have replacement plans for all leadership positions, as well as other key individual contributor roles to reduce talent risks.
Replacement plans should identify 1-3 people for each critical position who could step into the position in an emergency situation, and include an indication of each person's readiness to assume the role. Lastly, replacement plans should consider the type of support that will be necessary and provided to an individual who would assume a replacement role. In a previous article, I wrote about the way in which succession planning supports innovation and growth by mitigating four critical talent risks (Vacancy, Readiness, Transition, Deployment). The business case for talent management, especially succession planning, has never been stronger yet the results are not there. My colleagues and I created a practical guide to implementing succession planning using succession planning software in 4 basic steps.

However, these two processes are often confused, even by senior organizational leaders. Replacement candidates may or may not be considered candidates for the position on a permanent basis unless they meet all of the requirements for the position. Organizations must take steps to reduce the risk of vacancies, ensure that they have the talent ready necessary to meet needs, smooth the transition of leaders to new positions, and deploy talent throughout the organization. Succession planning is often viewed as an overwhelming undertaking for leadership teams so their focus fades after they create replacement plans.
Click here to download Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning. Einfach einePause im schnellebigen Alltag machenohne der Zeit Beachtung zu schenkenist ein Erlebnis, das ich gerne teile. True, but not so simple when one digs deeper into the “non-discussable” elements of the teaching profession—almost to a paradox. Such is the case with lesson design planning:  it is a framework or guide to help instructors get from here to there, replete with spaces and places to handle the unforeseen but likely unpredictable things that happen on a daily basis when you’re dealing with children, adolescents, and young adults.

Despite the focus that boards and C-level leaders have placed on organizational talent strategy, I often encounter organizations that still equate succession planning with creating a list of replacements.
While replacement plans are critically important to organizational continuity, these plans only address short-term needs. What distinguishes the two is basically the difference between executing short-term and long-term strategies. Do organizations need to employ one or the other, or are both strategies necessary to be successful?

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