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Ian Kelly
Succession planning is the formal process of identifying and developing candidates for future leadership roles within an organization. It is an essential component of an effective business strategy, and vital to the health of the organization. With a comprehensive Succession Plan in place, the organization is able to anticipate and effectively manage change.
There are generally two types of succession planning. You may build a succession plan informally, to ensure that in case of illness or sudden death some people in the organization can take over functions of the key technical, managerial or leadership jobs. You may build a succession plan when you know someone has set a date to leave.
Except as indicated, these Tips pertain to both types of succession planning.
1. Think Strategy
Stability in top-level leadership is essential for effective strategy implementation. Consider where the business is going and anticipate changes in the business climate – interpret what this means for the positioning of the company and what type of leadership will be required. Succession planning is a collaborative process. A consensus among you and your peers will make for a smoother transition when your successor steps into your role. Use succession planning to anticipate changes in the business climate and lay the groundwork for future growth.
2. Establish A Communications Plan
Effective senior-level transitions require a strong, unified message concerning the change in leadership. Appoint one senior officer to manage internal communications functions. Ensure this person possesses the skill to convey a coherent message regarding leadership change. It is important that everyone in the organization understands the changes taking place, and continues to support your company’s mission.
3. Select A Successor
When evaluating prospective successors, be objective; consider your firm’s business culture and goals. Select a successor based not only on experience and past performance but also on leadership qualities that fit the situation. Make a determined effort to spot not only high-profile star performers but talent in all areas of the organization. Once you're certain you've selected a successor, let the individual know right away. Preparing this person to assume the role will take commitment and co-operation; establish the necessary trust early on and ensure the person is willing to take this step.
4. Create a Development Plan
The development of any successor will require intense training in all areas of the current role. Even the incumbent may not recognize the importance of some of responsibilities or how they contribute to effectiveness as a manager. Take time to discuss the function with peers, and seek new perspectives on how the current role contributes to the organization. This will help you identify the most important skills and essential knowledge necessary for a successful transition. Use these insights to create a successor’s training and mentoring plan.
5. Gradually Involve the Successor in the Role, and Monitor Progress
If you know the incumbent’s leaving date, create a plan to gradually introduce the successor to the job and to measure progress toward readiness to take over. Include the successor in senior-level meetings where she may learn the objectives and responsibilities of the role and begin to establish relationships with the incumbent’s peers. Evaluate how your successor interacts with others during the discussions and solicit their opinions to learn more about how they would handle certain business issues. Identify key areas that need development. Give special attention to skills needing further development.
6. Maintain Two-Way Communication
Plan to review development goals regularly and make the meetings one on one. Be open yet precise when mentoring and coaching your successor. Be clear in your own mind what the training goals are and guard against ambiguity and vague generalizations. Be straightforward when discussing satisfaction with progress and areas needing attention. Instill confidence and provide encouragement at all stages of development. Throughout the mentoring time, share your experience and encourage the successor to ask questions and explore ideas.
7. Prepare For a Variety of Scenarios
As a part of the overall Succession Plan, have arrangements in place for an immediate, unexpected transition of leadership. Consider what your successor will need to complete the transition if you’re not around. Once you’ve identified the skills and experience essential to the position, make these a priority in training. A plan must be in place for anticipated, as well as abrupt, unforeseen changes in leadership.
8. Engage Technology
Consider the use of software packages expressly designed to facilitate the succession planning process. Use software and other information technology as a tool when seeking candidates or evaluating progress. Rather than relying on notes and spreadsheets, use a tool specially designed for human resource management. Although choosing a successor is rarely based solely on quantitative measures, technology can be useful in clarifying position requirements and tracking employee development.
9. Review Requirements Regularly
Aspects of each role within the company are always changing. Make it a point to regularly evaluate key position requirements and assess the successor’s level of preparedness. Involve the successor in these discussions. As a successor becomes involved with the new responsibilities, he or she will develop a unique picture of what the role entails, and can be a valuable asset when analyzing the skills needed for the position.
10. Revisit Effectiveness Regularly
Continually examine the efficacy and efficiency of the approach to succession planning. Include it as an agenda talking point on a regular basis. Engage your peers on issues such as successor development, and the overall selection process. Solicit input on training techniques that may be effective in increasing a successor’s preparedness. Seek to establish unique methods and processes that work well for your business operations and culture.
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