Time marches on, and with it go corporate leaders. Everybody retires at one time or another, and to maintain solvency in the leadership ranks, companies must know in advance how they’re going to deal with these departures. The traditional way of addressing this is with succession planning.
It’s important to have a plan in place to make the changing of the guard for executive management positions smooth and uncontroversial. The plan itself, however, is not as important as what the plan mandates: development of personnel who are ready, willing and able to assume top spots such as chief executive, chief of operations, chief financial officer, chief technology officer and others.
Succession planning – or succession development?
A lot of companies are big on planning but not so great on development. Where succession planning is concerned, this is often simply a problem with how the process is viewed. Planning is a system with so many aspects, it can seem to go on forever and grow to the point where nobody really understands the plan anymore. Development is quite different.
If you think “succession development,” then you’ll be starting out on the track that will lead you to the results you want. Common sense tells you that in leadership succession, the goal is to prepare future leaders, not to plan. You already know what’s going to happen – new leaders will replace retiring leaders or those who leave for other reasons. The key is to make the “plan” simple and concise while focusing the majority…
