Succession Planning Takes Leadership

Increasingly, organizations feel compelled to consider some form of succession planning.  Most often the reasons identified for undertaking this effort is an aging workforce or a shortfall in skills of available candidates for key positions.  These certainly seem like logical reasons to aggressively implement or refine a succession planning initiative.  However, I believe these stated reasons mask a fundamental truth - succession planning has always been critically important for the long-term success of any organization.  Good times or a more robust labour pool in years past may have reduced the perceived cost of error - just go out and get another candidate - but in reality having the right people in place or waiting in the wings to keep the organization's momentum flowing forward in a positive direction has always been important. 

In a market-driven enterprise lost time with a wrong hire means lost ground to the competition which may not be recaptured - we lose market share or profit or both.  In the public and not for-profit sectors we don't benefit from similar incentives and historically appear to have put less effort into constructively, assertively and with real intent growing managerial and leadership talent.  This is despite the fact that these organizations have broad-ranging and substantial impact on many aspects of our lives that we hold dear - like health and education.

I've seen a variety of models proposed and used for succession planning.  Whether they are formulated on the basis of a multi-step process, multi-component model, or some other framework, there are some key elements in any succession planning initiative that are critically important - identify key positions, understand competencies required to perform in the key positions, identify gaps in your talent pool, formulate individual development plans or target external recruitment as necessary, update on a regular basis.  A structured process on paper, however, is no guarantee of success in reality.  More important than adherence to any particular model or formula I believe is need for the right leadership mentality if you are to truly achieve the benefits of the effort.

Fundamentally, some organizations and leaders have to decide whether they have the courage and confidence to engage in meaningful succession planning.  If done with the right intent, and with the long-term success and sustainability of the organization in mind, as a leader you are really trying to develop your own replacement.  More than a few leaders find that prospect a bit threatening to their own personal security!  Therefore, they go through the motions of succession planning but never fully commit to what it takes to develop the qualified candidates that might step into their role in the future.  After all, if someone becomes too skilled or competent perhaps the succession plan might be accelerated or taken out of their hands!

There is also another risk in allowing only the immediate supervisor to identify their succession plan.  As noted above, there may be a reluctance or hesitancy to really fully support or develop a replacement due to perceived personal risk.  Just as much a concern is that a current leader may identify and groom a successor that is a carbon copy of themselves.  A carbon copy of a successful leader may not be a bad idea - presuming that the current leader is in fact a good leader.  However, if they have not been effectively performance managed over time, or they have not been an effective champion of key organizational values or strategic directions, then the consequences of leaving succession planning solely in the hands of this individual will certainly compromise long-term success for the organization.  This can be particularly challenging when staff in the area view the current leader has highly competent, a champion for their particular issues, and the epitome of their current sub-culture.  If some new level of performance or new direction is required from this work group it will be tough to find from a hand-picked successor.

Another misstep in succession planning is confusing success or competency in a current role with predicted success or competency in the next.  In healthcare we have been guilty of this error on many occasions.  In particular, we have often erred in equating potential management/leadership competency with success as a clinician - a great nurse, physician, or tech will make a great manager. Unfortunately, we often compound this error by not providing good mentorship and development opportunities to the newly minted or promoted leader.  We never provide them with the skills and training to take on a fundamentally different role.  The new leader is left to their own devices, often experiences the school of hard knocks, and ultimately succeeds or fails based almost entirely on the strength of their character and the toughness of their skin.  The likely consequences of failure, however, are a damaged career and a dysfunctional work unit left in the wake.

The last paragraph also presumes that there is actually ongoing assessment of individual performance.  As I have touched on in previous blog entries, performance management is important in its own right.  For the purposes of effective succession planning it becomes absolutely critical.  In the context of succession planning, this process must again include robust 360 degree assessment with results tied to the creation of a personal development plan.  Effective leaders are made through constructive feedback and concrete development opportunities - not wishful thinking.

Finally, there must be real accountability for succession planning from the Board of Directors, through senior administration, to all levels of management.  It must be as important, if not more important in terms of accountability, as budgetary performance.  If an organization wants to build and sustain high levels of performance over time it must hold itself accountable for cultivating talent and investing in its future.

Organizations that do succession planning right end up having the talent on board when they need it to step into key leadership positions.  Future leaders have been provided with the skills necessary to ensure success and just as important they carry the values with them into roles that define the organization's culture.  In the end organizational success can only be sustained by ensuring continuity in quality of leadership developed from within. The leaders of today can lay the foundations of success for tomorrow through their investment in others.
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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.