"To me, succession planning has so many positives with so few drawbacks that it makes sense for an organization to implement succession planning. But high-level leaders often do need some coaxing to buy into the philosophy. My selling point with an organization would be to use statistical data to point out that projected retirements over the next 10-15 are astronomical compared to the number looking to enter the workforce. Because of this face, it is more important than ever to begin planning and growing the next CEO, COO, and CAO of organizations as early as possible. Shadowing and training opportunities that can take place over years versus months are crucial in the business world today."

"In today's modern world, every business and industry is unique and carving out its own niche markets and ways of doing business. Because of this, succession planning and the need to grow leaders from within are essential. I would use this as a selling point to high-level leaders like CEOs and point out the fact that they could begin training their potential replacements years ahead of time with the help of HR staff and Organizational Learning staff."

As DDI puts it, "When it comes to CEO succession, most CHROs and boards of directors have a fatal flaw: They choose their next CEO based on the past. But on average, CEO tenure lasts about a decade. So the only thing that really matters is what they will do in the future. But because the CEO job is unlike any other role, it's hard for a board to predict how a candidate will perform until they are already in the role - for better or worse. At DDI, our approach to CEO succession is based entirely on the future. We help you accurately predict CEO candidate's performance before they get in the role. And then we help them develop to leverage their strengths and avoid potential pitfalls. DDI will be by your side every step of the way to transition to your next great CEO."