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1.Introduction. -- 2.Covering All the Bases. -- 3.Putting a Process in Place. 4.Looking Deep Within the Organization. -- 5.Striking the Richt Balance Between the Board and the CEO. -- 6.The Delicate Matter of the "Number Two". -- 7.Financial Tools. -- 8.Global Intelligence: A Window on the World. -- 9.Flashing Yellow Light: Potential Problems Ahead. -- 10.Conclusion: Core Principles Yield Best Practices.

Brand new Book. Whether precipitated by sudden tragedy, CEO performance issues, or a key executive simply going elsewhere or retiring, succession planning has become a front-burner issue in corporate boardrooms across the USA. For board members, CEOs, and anyone concerned about the quality of governance in corporate America, CEO Succession fills the need for a practical, best-practices roadmap that puts the board of directors squarely at the helm as the guiding force forensuring the steady flow of effective leadership. Authors Carey and Ogden draw on personal interviews and their own behind-the-scenes work with the CEOs and directors of some of the leading companies in the world to articulate the field-tested strategies and techniques boards need to create a systematic and transparent planning process that promotes a seamless transition of leadership at every level in the organization. With an up-close look at such companies as Metropolitan Life, Hewlett-Packard, Mellon Bank, and GTE, CEOSuccession shows how to put in place the key elements essential in the succession planning process: establish and sustain a reliable succession agenda and timetable; implement a self-renewing succession culture that develops leaders at all levels of management; create a healthy relationship between the Board and CEOthat keeps the CEO on track; and benchmark internal candidates for CEO and other top posts with comparable outside leaders.With practical guidelines and experienced advice from leading consultants in this field, CEO Succession offers a long overdue antidote to what stakeholders, Wall Street, and the media have decried as a lack of board leadership in carrying out its fundamental fiduciary responsibility: ensuring the steady flow of effective leadership in Corporate America.