Encourage diversity when planning for succession

Article Abstract:

The problem of identifying a new CEO can be made more difficult by the current CEO, who seldom can be objective when considering his or her own exit and relinquishing power. Sometimes managers who are in line for the top post add to the problem when they tire of waiting for the position to materialize. Some problems not addressed during the decline of a predecessor may require the immediate attention of a successor. Succession planning must encourage diversity in the potential successors and not conformity. The CEO should not be the only person involved in the successor selection process.

Planning, Business planning, Chief executive officers

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The elusive search for competence in managers

Article Abstract:

Recent research on British executives suggests that British managers are poorly prepared to compete with their foreign rivals. It is suggested that a superior intellect is necessary to engage successfully in three sets of management activities: problem-solving, making judgments, and dealing with people. Managers also need to know how to run a meeting, read balance sheets, motivate subordinates, and write with precision. Companies looking for managers with these skills and abilities should look for previous evidence of success and peer recognition.

Appointments, resignations and dismissals, Executives

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Sharing the best with our business venturers

Article Abstract:

Entrepreneurs need encouragement to achieve business goals, including supporting business freedom and giving positive personal and business advice.

Businessmen

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