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November 2007
Emphasize Success in Succession Planning

My answer surprised the company president. He'd been president for six years, was three years from retirement, and he had asked me when to start thinking about succession planning.

"Six years ago," I said. "It's never too late to start, but
the best time is as soon as you get that position."

Succession planning doesn't get a lot of publicity, probably because it's quite boring, at least the way most people approach it, with an emphasis on the succession part of it.

You know, finding or grooming a successor, someone to replace you after you go elsewhere.

I prefer to put the emphasis on success, as in you're trying to position the company (or your division, or your team) for success in your absence. This approach has broader implications than when most people talk about it.

It's not just about when you decide to move on (and in doing so fire your company--see last month's column
http://www.tgwall.com/leadershipunlimitedarchive-oct07.html on that!). What happens after you leave is important, particularly if you want the organization to succeed.

But I take a broader approach. Most people think of succession planning as something you pick a date for. Your retirement. Your relocation. Your decision to write the Great American Novel.

But what about the unexpected? Poor health, sudden death, alien abduction. In the event of the unanticipated happening, you want to position your organization to succeed without you.

Most people don't plan for these unexpected events, but true leaders recognize the fragility of the present situation, and of life in general. They're proactive rather than reactive.

That's why they're continually focused on positioning the organization for future success--with or without them.

The effective leader focuses not just on the successor, but on the entire team of direct reports. This is important because the leader understands that the organization's chances for success are tied to the performance of the management team, not just the heir apparent.

Leaders don't work in a vacuum. They achieve success through others, which is why developing the management team is crucial.

Another reason for focusing on the team of direct reports is that the effective leader realizes that today's "choice" of a future successor may not seem right a year or two down the road. That successor might leave (firing the organization again!), or prove to be the wrong choice.

If that's the case, the rest of the management team should provide ready candidates, if the leader is developing them properly.

And if these reasons aren't good enough for getting you to see the wisdom of grooming the other team members for success, here's one more: Vacation. Who runs the show while you're snorkeling in the Caribbean?

I continually run into executives and leaders who experience exhaustion--before, during, or after vacations. For really troubled leaders, make that before, during, AND after vacation.

These leaders are either unable or unwilling to develop their direct reports to run the organization smoothly while the leader's on vacation. They end up working through the vacation. Or they try to get all the big stuff done before leaving. Or they play catch up when they return.

Like I said, some lucky folks do all three.

The whole point of a vacation is to get away from work. It's not to do the work from another location. Technology gives us that ability, but we don't have to do it.

Real succession planning focuses on the success of the
organization while the leader is away--temporarily, or
permanently. It requires a proactive, deliberate, disciplined approach.

And it should have started the moment you stepped into your current position. But it's never too late to start.

What are you doing to develop your team to function in your absence? Do you have a written succession strategy?  Is the process ongoing? How are you emphasizing success in your succession planning?

Until next edition, keep leading the way!

Copyright (C) 2007 by Terry Wall

 

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