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2013 looks to be a year of global growth, but for HR and talent leaders, it will likely continue to present challenges. Still a relevant article as we go into 2015!

Short clip on having a successful succession planning...which starts early.

It is about being proactive and planning before the need arises. Often, employees leave and then the organization is left trying to figure out how to replace a critical role because there is no one identified to succeed the employee who left.

Correct...I have seen that to many times.

Succession planning is a means for an organization to ensure its continued effective performance through leadership continuity. For an organization to plan for the replacement of key leaders, potential leaders must first be identified and prepared to take on those roles. It is not enough to select people in the organization who seem "right" for the job.

The involvement of the Board of Directors is critical when creating succession plans for C-suite roles. The Board has a responsibility to make sure the organization has an employee who is ready and have had time to experience or "shadow" those who are in the roles one might succeed.

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

To me the importance of succession and cross-training within departments is very crucial. Yet I think still many times today people view these things as a loss of job security. Many time individuals may feel a false sense of security if they are the only person that knows how to do 'x'.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

To summarize Walt's leadership lesson: In order to "know what the people want," get out there, be willing to listen, and then institutionalize learning and continuous improvement on behalf of your customers.

I love this - but I worry customer service is losing it's appeal. Now a days many large companies feel if they have a strong product customer service is less than important. I immediately think about Walmart. I rarely have a good customer service experience at Walmart - but that has not stopped me from buying products there....

I agree on the customer service part...I also feel a lot of companies are moving towards "self service" which brings back to less customer service.

This is a repeat from a previous class but I still like the way Simon explains a few things specifically the WHY question.   Apply the why to your mission at home, work, where ever and see if new results occur!

I liked this video. He presented at a leadership conference I went to last year. It was very good.

Two mistakes that often occur when replacing a CEO ; either choosing someone in his own likeness when what the company really needed was someone different, or choosing someone of lesser stature to preserve his own legacy. This often happens with other senior management roles.

Smooth CEO and C-suite transitions are critical so why do the majority of companies state they do not have ample talent pool to fill them?

I would not choose Pepsi on a normal basis but this is good supplemental material and background to the information in our text.

A few different ones for the Dreyfus Model

Chain of command is not limited to the battlefield. Knowing who comes next in the line and having a plan is critical for mission success.

The Dreyfus Model of Skill acquisition-  

Good infromation on principles for leadship development.

The principles are good reminders for leaders.

I agree, the reminders are good for basic principles in leadership development.

Top companies like GE say identifying talented leaders early on, and placing them in stretch assignments, often before they think they're ready is an approach that works for them to support their growth strategies

More companies should follow similar formats when developing leaders.

Ten years after publishing its research on the War for Talent, McKinsey produced follow-on work reemphasizing the need to make talent a strategic priority. Despite launching expensive programs to attract and retain talented employees, many senior executives remain frustrated with the results and admit their own failure

Good solid basic principles of walking the walk and talking the talk to create a culture of development.

Nice to know that Macy's is invested in their management development practices.

Good point on operations principles.

Organizations are increasingly reliant on HR departments to build a leadership pipeline of managers capable of leading "creatively" through turbulent times.