(4) Chapter 3 Good Teams Make It Happen: The Succession Planning Team - page 25

[Paul Terlemezian]

I found it interesting and important to note the distinction between "High Potentials" and the 7 Questions.

The 7 questions did not directly focus on:

• Capacity to grow and succeed
• Demonstrated behaviors supporting company values and culture

I "get" the first bullet point now and I am open to getting the second.

The succession planning team is not "a pool of potential successors." It is a team that understands the business - and have the competencies, time, and desire(?) to shape and manage the process.

Perhaps desire is not important? Might it be professionalism that drives the participation more than an interest in the outcome?

This chapter relates the importance of the charter (page 28) - I will be reading for further insight on the definition provided, The chapter also emphasizes communication and refers the reader to Chapter 7 for more specifics.