Final test & certificate

Choose the best answer for each question.

To pass: at least 8 of 10 correct.

1. Question 1. What is the core difference between succession planning and 'replacement hiring'?

   APrepare IN ADVANCE, from within, with a development path — not scramble externally once the seat is emptyBOnly hire externallyCThere's no difference

2. Question 2. By what criteria is a 'critical' position identified?

   AOnly by high rank/titleBBy strategic impact, difficulty to replace, and operational risk if vacantCBy the incumbent's tenure

3. Question 3. In the Apple case, how was Tim Cook prepared before becoming CEO?

   AHired hastily at the last minuteBJoined in 1998, gradually took on responsibility, and ran things several times when Jobs was away (real trials)CNo preparation at all

4. Question 4. What's the most important lesson about CHOOSING a successor from the Apple case?

   AFind a 'copy' of the predecessorBPrepare someone suited to the FUTURE (different strengths), not a copy of the pastCChoose someone identical in personality

5. Question 5. Where are successors usually chosen from?

   AFrom the talent pool (Star/High-potential) and those fitting the target role profileBFrom a list of employees about to leaveCRandomly

6. Question 6. What are the three readiness levels of a successor?

   AReady Now / Ready 1–2 years / Ready 3+ yearsBGood / Fair / AverageCGold / Silver / Bronze

7. Question 7. A position is vacant in 12 months but the successor is only 'Ready 3+ years'. The best handling?

   AWait for the successor to mature then figure it outBAccelerate development while preparing an external-hire option — run in parallelCRemove the position from the critical list

8. Question 8. What do coverage ratio and bench strength each measure?

   ABreadth (% positions with a successor) and depth (successors/position)BSalary and bonusCAge and tenure

9. Question 9. What is the sign of 'fake coverage'?

   ACoverage below 50%BA full successor list but no development activity for anyone in the past 12 monthsCToo many successors

10. Question 10. Bench strength = 0 at a critical position (incumbent has no plans to leave) should be seen as?

    ANothing to worry aboutBA risk to handle — unexpected events give no warning, a critical position must not have an empty benchCNormal