Thoughts and such like.....
I seem to be talking to a lot of people about Succession Planning and it appears to me that like death and taxes, it's not something people, particularly people at the top of an organization want to think about. Why not? I've come to the conclusion it's a bit like death and taxes, we don't want to think that far ahead, for some it's frightening, a step into the unknown, others think 'why rock the boat', I'll/we'll think about it when we have to.
Who should think about Succession?
I believe that both the Board and the CEO should be responsible for, and worry about Succession and yes, it should begin with a capital, it is that important. There should be both an Emergency plan, for three months or less, and a plan for when it's time for goodbye.
One of the reasons I believe that these conversations are happening now, is the number of changes taking place at the top of many organizations - some have been somewhat clumsy, with games of musical chairs at the top, others seem to have got it right, but have they, how many organizations do you know that after the long tenure of a CEO, there seem to be a number of individuals rotating through the CEO's office over a short period of time. A succession plan can help smooth the transition from one leader to another.
When should we think about Succession planning?
As soon as possible, it's easy to put it off when things are going well, however that's probably the best time to develop your plan? If you're in the middle of transition, or you are playing musical chairs - it is not too late, however you need to start straight away, don't go blindly into picking another leader without being absolutely sure of what/who you are looking for. Some of the questions that should be asked include:
What are the attributes that we are looking for in our next CEO?
How will we go about the search for a new CEO - by ourselves/using a search firm?
What is our timeline?
Time must be spent reviewing who we are and what we are looking for. Each Board orientation/annual review
must include a review of the Succession plan to ensure that it follows the current needs of the organization.
Succession planning is not a once in a while operation, it must be part of Board work and should be part of the Board's fiscal responsibility. It is also important for the Board to have it's own Succession plan, asking who will be following us in guiding our organization? It is also the responsibility of the CEO to ensure that not only does the Board have a CEO Succession plan, but also that she/he has a plan for the organization in the same way - what happens when a key staff member decides to leave, who can carry out those responsibilities while they search for a new colleague.
So if you're serious about Succession planning and need to start, or review your plan, let's talk.
Maeve O'Byrne's Blog