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Leadership Pipeline vs. Succession Planning

Posted by Meg Bear on June 19, 2009

2281908304_b131819bbb_mIn typical fashion I’ve been thinking a bit too much these days, and the current topic is Succession planning.  I mentioned awhile back that I was under the impression that the concept of Succession Planning was too limiting. 

Recently, we had an excellent series of discussions with a real thought leader on the topic Kim Lamoureux at Bersin and she got me looking more closely at the relationship between Career Development and Succession Planning (sort of a top down vs. bottom up lens).

Then, I had the opportunity to attend an outstanding workshop by Patty Azzarello and she suggested a great book I’m currently reading called the Leadership Pipeline

All this has brought me to the conclusion that thought leading companies are not just thinking about succession, they are thinking about the entire leadership pipeline.

It is this desire to think more broadly about leadership and top talent that makes a scalable Talent Review process so critical.  Identifying (and investing in) future leaders is a process that allows companies to build a pipeline for future success.

The macro-economic climate including globalization, recession, M&A, etc. make this even more important for companies who consider human capital a competitive advantage

So I ask you, can you afford to leave this to chance?  Do you really believe you can hire your way to all the talent you will need to compete in the marketplace today?  What about in ten years time? 

Can you afford to under-utilize your talent? 

What about your competition?  Are they going to do this better or are you taking steps today to win the long game?

5 Responses to “Leadership Pipeline vs. Succession Planning”

  1. […] Leadership Pipeline vs. Succession Planning […]

  2. […] her post Leadership Pipeline vs. Succession Planning, HR blogger Meg Bear observes that the best companies are not just thinking about mere succession […]

  3. […] 52% women employees vs. 38% in a male dominated firm.  It also suggests that you must deliberately fill the pipeline with […]

  4. […] that you give this report a read if you are interested in building a larger and more diverse pipeline to your leadership succession […]

  5. […] the very top tier, but as you get 2-3 levels below (or further) you really want to think in terms of pipeline and talent pools that can better represent the needs of the individual and the organization in the […]

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