Welcome to Manager Tools. Today's topic. How to do succession planning, chapter 2, using evaluations. Here we go. You've told me this many times before that even simple succession planning, just simple

succession planning requires to pay attention to the bigger picture.

Yeah, and you need to have the big picture.

Look, the whole point of succession planning is for the stability long term of the

organization.

If you don't think big picture when you're thinking about the

organization, you're going to end up with a plan that's too small, too

simple that won't be appreciated or respected or even followed by people who

have the ability to make the decisions regarding your succession planning.

So that's simple, so okay, easy enough, pay attention to the big picture.

So I guess we're done, right?

I mean that's actual.

Right?

Pay attention to the big picture. Yeah. What most managers do is they're asked to do some

succession planning and so they say, okay, who's my best direct? And that's not a bad question to ask.

It's just not the only question. It's not it bad question to ask. It's just not the only question.

It's not really the right question.

They're not wrong.

Often the best direct is the right person to be the number two.

But of course, succession planning is more than that.

It includes what other jobs your

directs might go to based on their skills and abilities and the needs of the firm.

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