Six Ways to Build a Succession Plan One Leader at a Time

One of the hottest topics in the world of Human Resources these days is succession planning. I’ve had conversations with two executives within the last week that lamented the need to think about succession planning, and both said there wasn’t time to work on it in the short term. While we could talk about the folly of that statement, so could those two executives – they know it is a mistake, but they haven’t acted in spite of their concerns.
And these leaders are in the majority. A study by the American Management Association/Corporate Learning Solutions found that 34 % of organizations  genuinely committed to succession planning, while 43 % said such planning was irregular. The study also found that 14% of respondents said their senior management only pays “lip service” to succession planning.

Let’s Get Personal

I know that most of you reading this aren’t executives or head of HR with the resources or role to create or modify an overall succession planning (though if you are please keep reading). That’s ok, because while building an overall strategy for a pipeline of leaders from the shop floor to the C-suite is important, it doesn’t have to start there. You can lay the foundation for that plan, one person at a time. Here are six specific steps to help you get started.

Cast a wider net. Too often leaders identify one or two candidates from their group for future leadership roles. They are dubbed “high potentials” and whatever resources that are available are showered on these people. While I have no problem with recognizing potential rock stars, the reality is twofold: while this recognition may help develop these people, when you focus your energy so tightly on them, you risk major setbacks when those people leave your organization and you risk alienation of the rest of your future leaders. Look again – you likely have many people who have the potential to lead successfully. When you broaden your thinking and look for success you will build the capacity of your full organization more rapidly.

Coach for the future. Most organizational coaching is too focused on short term job performance and success is measured in relationship to the current role. If you want to create a pipeline of future leaders, coach more and coach to skills and behaviors required for success beyond the current role. Think longer term and help others see the longer term too. No, you are not promising someone a job or promotion. The skills of leadership help people in all areas of their working life. As you help people develop these skills you are not only preparing them to lead formally, but building valuable professional skills – regardless of their job title.

Provide incremental opportunities. As you begin coaching for the future you will naturally begin noticing situations where people can practice their skills. Consider this like purposeful delegation on steroids. Look for opportunities to expose people to skills, roles and experiences that will help them stretch and develop their skills.   This doesn’t have to mean a temporary assignment in a different department or assignment to a special project (though it could). It can be something purposeful yet more informal, less time consuming – and importantly, low or no cost.

Use the magic of mentoring. Your coaching will be helpful, but by definition, limited. Suggest that people find a mentor. Help them connect with one. Encourage them to use that mentor to strategically help them build their skills, experience and perspective. You don’t need a formal mentoring program to do this (and the mentors don’t have to come from within the organization either). Make it your goal to connect your folks with others who can help them growth faster.

Provide learning tools. Many organizations have some sort of leadership development course or program (though often not available or focused on new leaders). Some even have a new supervisor program (though often provided months or longer after someone has been promoted). The key is to provide learning resources in preparation of and in anticipation of that important promotion.   If you can arrange a slot in your company program, great!   Even if that isn’t an option, don’t despair.   These tools could include a book (let me humbly suggest From Bud to Boss) or if budgets allow an external workshop (again, here is a great option). The articles, books or workshops you might select, when coupled with the other suggestions in this article, will proactively prepare people for the important – and difficult – role of leadership.

Make it an expectation. For you as an individual leader this means keep doing these steps as a normal part of your work. My first two leaders both told me their job was to “prepare me to replace them, making them expendable.”  They saw my development as a leader as part of their work. You should too. This effort can’t be short term and motivated because you read an article today – it must become a fundamental part of your daily work. If you are reading this from an organizational perspective, create expectations for leaders at all levels, making this a measurable part of their job performance.

Yes, strategic succession planning is important and necessary for the long term health of any organization. The most important tactic in this strategy starts small and starts local – it is the thoughtful preparation of individuals to be successful in their first leadership role, and the steps outlined in this article can guide and accelerate success in that important transition.

photo credit jdnx