Successions and Transitions for CEOs

Date To Be Announced

Los Vientos, Prescott-Sedona, Arizona


Many CEOs face pending retirement, resignation, and major transition.  These conversations, which are planned to be more workshop in nature, presupposes that the developmental stages of such dramatic events as retirement require ten, perhaps as much as fifteen years of pre-planning effort.  For CEOs, sudden retirement can be disastrous, especially, if like Willy Loman in Death of a Salesman, face not only their loss of identity, but the death of passion, the death of the “sales route” (in Loman’s case), the death of privilege, the death of deference, all portending that many CEOs tragically define themselves by the positions they hold. 

For non-CEOs and other “normal” people, even the developmental stages of ending a career is at best complex, poorly attended to, and not creatively addressed as life’s major change.  A second aspect of this Sedona will look at succession strategies, not well addressed or thought through when a CEO ends his or her tenure.  This section would address not only succession of the leader to another leadership team ,but also the succession of a highly effective organizational culture.  We have all witnessed poorly unexecuted succession plans or the disaster of none in place, causing great harm to both personnel and programs left to pain and demise.

No amount of pre-planning for one of life's major changes is ever sufficient.  Round tables, presentations, and reflection will include these topics:

  • Major leaders discuss the process of reinventing themselves

  • What I advise doing differently, now that I am no longer a CEO by Dr. Paul Elsner

  • Compensation, benefits, provisions, that should be included in the contract at least 10 years before retirement

  • Avoiding the break in momentum; finding new gears for greater speed and challenge in an ever more demanding life

  • Setting up post-career enterprises

  • What is needed from the organization that was served for several years, such as technology support, office and clerical support, autonomy and quasi-affiliation with the organization.  Some models to consider.

  • Converting contract provisions for post-career life

  • Leaders discuss their personal reflections about the developmental stages of aging, living, and later life transition


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