"Suck"cession Planning

While this is not the current state of affairs in my world, this is a scenario from a past life.
In the world of People Management, there are times when you get the gift of a challenged team. You exert the effort to be strategic and plan out how you will address the so-called talent in your space. As the executive team works through the ranking, 9-box, quadrant, or other succession planning system, it dawns on all of you that marginally average defines your facility leaders. Now what? You aren't even sure you have someone to train new people, and you are sure you will need new people. Time to revisit the original assessments with a view toward identifying the managers that have enthusiasm and potential to be more and the energy sucking downers that influence their co workers to engage in poo-like performance. The positive and negative leaders in the business need to be clearly known, so you can leverage the positive and neutralize the rest by persuasion or documentation. It is tough to identify and worse to have your boss remind you that your talent pool isn't deep enough to clean your own feet. This won't be a quick fix , so buckle in and hold onto the wheel. You get to steer this shaky mess until the talent evens out.
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