From the post below, Develop three recommendations for best practices in managing the situation covered in post.

Identify which job titles would be the best to fill the back-up roles. Explain your choices.

The top executives are one of the few internal candidates (s), along with chief executives who have gone through executive training at "CEO factories" (Harrell, 2016) and executives who are internal candidates who are identified early and identified at the board level. Choosing an internal candidate to fill up roles, the internal candidate has cohesiveness and knowledge and understands its culture, mission, and strategic planning (National Rural Health Resource Center, 2020).

Also, stock markets respond when they get selected due to delivery of more excellent operating performance over the next three years, and "individual firms are efficient in developing leadership skills," due to disclosing executives to a wide variety of industries and help them develop skills that can shift to diverse business environments (Harrell, 2016).

Describe the traits and characteristics that would be best suited to fill each role.

The traits and characteristics best matched for the roles include systems thinking, implementing change, visionary leadership, outlining a strategic plan for achieving goals, practical communication, and sharing information that benefits the organization. Collaborative leadership that brings various teams together to achieve common goals without having formal power over them requires a healthy relationship and inspiration skills (National Rural Health Resouce Center, 2020).

Discuss the benefits and difficulties of this plan.

The plan's advantage to hire internally determines the detailed knowledge of skills and abilities and how the candidate (s) perform and reduced hiring costs and improved employee engagement due to development opportunities. External candidates have a fresh perspective, and the board is looking out for the future.

The disadvantage is that if there is a lack of preparedness to be a successor due to poor succession planning, there is not enough mentoring for directors to mentor senior executives below the CEO. Keeping incumbents on the job longer provides more bargaining power with the board and not enough time interacting with potential CEO successors.