succession-planning
Build succession plans for critical roles — identifying successors, readiness gaps, and development actions. Use when reducing key-person risk or preparing leadership benches.
- License 许可
- MIT
- 最近更新
- 2026-07-22
- Stars
- ★ 7
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- 1
01 前言 Front Matter
- name
- succession-planning
- description
- Build succession plans for critical roles — identifying successors, readiness gaps, and development actions. Use when reducing key-person risk or preparing leadership benches.
03 SKILL.md 正文
Succession Planning
Overview
Succession planning ensures critical roles can be filled without crisis. It combines talent assessment, development, and honest readiness judgments.
When to Use
- Critical role risk reviews
- Leadership bench planning
- Pre-retirement and growth-driven vacancy prep
- Board or executive talent discussions
Core Practices
- Identify critical roles (not every manager seat)
- Assess succession candidates with evidence, not only politics
- Rate readiness (ready now / 1–2 years / stretch)
- Create development plans for gaps
- Review plans on a cadence; update for attrition and growth
- Avoid creating entitlement or demotivation through secrecy mismanagement
Principles
- A list of names is not a succession plan
- Diversity of bench is a resilience issue
- Emergency successors and strategic successors may differ
- Development must be real, not aspirational paperwork
Verification
- [ ] Critical roles are identified
- [ ] Successors and readiness are documented
- [ ] Development actions are tracked
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