Put Emerging Leaders to the Test

You've identified your potential leaders. Now it's time to put these rising stars in positions that will allow you to test that potential, Dallas says. At some companies, such as UPS, this includes formal rotations through IT functions and business units. By giving potential leaders opportunities within the organization, the CIO can guide them and build their knowledge of the business. Tactics to try include:

• Making them the lead on a new project
• Letting them sit in with you on a management meeting
• Designating them as your alternate when you are out

Although there can also be a standard menu of opportunities to choose from, development plans should be customized to the individuals, Kalia says. A formula or template can go only so far, because the amount of flexibility needed to accommodate different gaps and goals can vary widely, he says.

And don't forget to offer a safety net, Von Stein says. Make it clear that budding leaders will not be penalized for failing at something outside their comfort zones. This will increase the number of those willing to stretch themselves and try new roles.

Keep Succession Criteria Consistent and Up to Date

A robust succession plan is one that is perpetuated throughout the organization, becoming part of the corporate culture. "Succession planning is not a means to an end; it's the end itself," Marriott's Hall says. "It's really what falls out of doing other things correctly." The OCC periodically tweaks the core of its succession plan, adding to the leadership traits that it believes are critical in any job. Those tweaks reflect changes to the company and its market and affect every part of the leadership development process.

The bottom line, Von Stein says, is that those leaders who move up through a succession plan should want to use it in the future to identify, select and groom the next generation. Otherwise, the plan disappears and succession stops.

Diane Frank is a Content Development Specialist for the CIO Executive Council.