Henman Performance GroupHenman Performance GroupHenman Performance GroupHenman Performance Group
  • About
  • Consulting
    • Build Stellar Boards
      • Board Assessment
      • CEO Evaluations
    • CEO Selection
    • CEO Transitions
      • CEO Transition Process™
    • C-Suite Selection
    • Culture Construction
    • Healthcare Services
      • Overview
      • First Look
      • OR Efficiency
      • Patient Satisfaction
    • M & A Consulting
      • Overview
      • Buyer’s Strategy
      • Acquisition Strategy
      • The Seller’s Strategy
      • Post Merger Integration
    • Strategy Formulation
    • Succession Planning
      • Executive Development
  • Leadership Development
    • CEO Advisor
    • CEO Coaching
    • C-Suite Coaching
    • Group Coaching
    • Talent Acceleration
    • Team Development
  • Speaking
    • Speaking Overview
    • Healthy Decisions
    • Risky Business Program
    • The Vibrant Board Approach
    • Make the Tough Calls that Shape the Future
    • The Merger Mindset Presentation
    • Challenge the Ordinary
    • Become a Magnetic Boss
    • How to Excel in the Hotseat
    • Take Charge of Change
  • Resources
    • Articles
    • Books
      • Healthy Decisions Critical Thinking Skills for Healthcare Executives
      • Risky Business
      • The Merger Mindset
      • Tough Calls: How to Move Beyond Indecision and Good Intentions
      • Challenge the Ordinary
      • Landing in the Executive Chair
      • The Magnetic Boss
    • Healthcare Services
    • Leadership Tips from Linda
  • Schedule a Call

Succession Planning Self-Test

This Succession Planning Self-Test measures your preparation for the future opportunities and challenges your organization will face as you tie talent and strategy decisions together. It also helps you understand your current situation as you prepare for future ones.

Score yourself from 1 to 4 for each of the statements below. After completing the survey simply press the Results button to find your total score and the implications for your organization.

Rank each on a scale of 1 to 4
1=Strongly Disagree, 2=Disagree, 3=Agree, 4= Strongly Agree

Planning

1. The CEO and other senior leaders support this succession plan.

2. Our succession planning methods reflect best practices and proven techniques.

3. We have clearly defined competencies, skills, and experiences for each major role in the organization.

4. We have agreed on standards (aptitude and behavior) to define high potentials.

5. We have specifically defined success factors for each level from solo contributor to functional leader that are specific to each functional area.

6. Succession is geared to the specific needs of this organization; it’s not cookie cutter.

7. Succession planning is a systematic, transparent process in this organization.

Replacement Needs

8. Our turnover is low compared to our competitors’.

9. When openings occur, whether planned or sudden, we have enough people ready to move up.

10. Succession planning extends to all levels, not just key positions.

11. We have identified possible successors for each major role.

12. We have data on each key candidate’s strengths and weaknesses.

13. We know who’s “ready now” for promotion and a timeline for each high potential.

Strategy

14. We lose no more than one high potential a year.

15. This organization tends to favor promotion from within.

16. We have the talent to support our 3-5 year strategy.

17. Our high potentials have indicated they see room for advancement.

18. We balance short-term and long-term talent needs.

19. Our organization grows and improves with the advancement of new leaders.

Development

20. We have up-to-date performance appraisals for each major candidate for promotion.

21. We have a development plan for each successor to key positions.

22. This organization offers coaching and programs to accelerate development of stars.

23. We go outside silos to identify and develop high potentials.

24. We tie rewards and compensation to development of talent, and performance appraisals reflect a leader’s ability to identify successors.

25. Our track record shows we can go beyond past performance to choose successful future leaders.

Henman Perfomance Group Logo

Sign Up for our Newsletter

© 2025 Henman Performance Group | P.O. Box 7462 Town & Country, MO 63006 | Phone: (636) 537-3774

Website designed by: Go Daxxi

  • Home
  • About
  • Solutions
    • Board Services
      • Build Stellar Boards
      • Director Evaluations
      • CEO Evaluations
    • CEO Services
      • The Henman CEO Assessment™
      • CEO Advisor
      • CEO Transition Process™
    • Speaking
    • M & A Consulting
      • Acquisition Strategy
      • The Seller’s Strategy
      • Post Merger Integration
    • Strategy Formulation
    • Succession Planning
      • Executive Development
      • Executive Team Development
    • Pre-Employment Assessment™
  • Client Results
    • Client List
    • Case Studies
  • Resources
    • Books
      • Risky Business
      • The Merger Mindset
      • Tough Calls: How to Move Beyond Indecision and Good Intentions
      • Challenge the Ordinary
      • Landing in the Executive Chair
      • The Magnetic Boss
    • Leadership Tips from Linda
  • Assessments
    • Coaching Pre-Qualifying Survey
    • Board of Directors Assessment
    • Deal or No Deal Assessment
    • Executive Team Assessment
    • Integration Assessment
    • Strategy Assessment
    • Succession Planning Self-Test
    • Merger Mindset Quotient Assessment
  • Articles
  • Schedule a Call
Henman Performance Group