|
Page 2 of 3
Passing the Baton: 5 Keys To Success
Even though most companies would agree that succession planning is important, it often takes a backseat to more immediate issues. But managers, especially those at the most senior levels, owe it to their companies to pass on a lasting legacy by making succession planning a priority. Rather than wait for an executive to announce his or her retirement, companies should make succession planning an ongoing priority as it can take many years to groom the right replacement.
The key to succession planning is to take active, well-defined steps rather than relying on leaders to develop naturally. Here are some proven methods:
1. Develop a framework for identifying high-potential employees. Use a formal methodology to guide succession planning that makes it easy to identify key positions and personnel. Leadership criteria may be somewhat subjective, but potential leaders aren't hard to spot. Who has helped move important projects to completion? Who is able to motivate and inspire others? Who can build support around initiatives? A common mistake organizations make is to focus exclusively on those professionals already in high-level positions, but the right candidate is not always the next person in line.
Once prospective leaders are identified, training and development initiatives can be tailored to each individual to ensure he or she is presented with the appropriate support to reach the next level.
advertisement
One way to view succession planning is as an organizational pyramid. At the top of the pyramid are managers identified as having executive potential - these individuals are then offered training and development experiences designed to help them move into executive roles. By continuing down the pyramid, level by level, you can help ensure that the organization has a defined pipeline of talent associated with every key IT position.
2. Identify critical competencies and other leadership criteria. Successful leadership development focuses not just on identifying high-potential employees but also on pinpointing the skills and behaviors that future leaders must possess. Part of this process also involves evaluating where top performers currently have competency gaps.
IT leaders must have a mix of technical and interpersonal skills, but organizations often place emphasis on the ability to communicate well, exercise diplomacy and tact, inspire and motivate others, and negotiate solutions. As the workplace has grown increasingly team-oriented and strategic, recognizing and correcting deficiencies in soft skills has become more important.
3. Provide both training and development opportunities. Along with identifying next-generation leaders, managers should help high-potential successors determine their training and development needs. Although these terms are often used in tandem, training addresses immediate needs—for instance, a future CTO might need to attend a seminar to better understand the intricacies of a new technology.
Development, on the other hand, generally refers to specific experiences an individual might need to move to the next level. For example, someone in line for a top management position might be given additional opportunities to spearhead high-profile projects as a means of gaining visibility and honing leadership skills.
4. Promote interaction between senior managers and promising employees. Training and development play a crucial role in grooming future leaders, but "high-upside" employees also need opportunities to interact with senior managers in a variety of settings.
At some companies that value succession planning, executives are required to spend a certain amount of time each month coaching or mentoring high-potential candidates. Such programs encourage the transfer of knowledge and help future leaders learn to mirror the behaviors of successful executives.
Many companies also bring emerging and senior leaders together for planning and strategy sessions. These interactions allow promising professionals to get a feel for the thought processes, discussions and judgments that come into play at higher levels.
5. Ensure the involvement and commitment of senior leaders. As is the case with other critical initiatives, top management's support for leadership planning and development sends a powerful message about its importance. Although responsibility for succession planning might reside with the chief executive or with human resources, effective planning is not the work of a single person or department. Rather, it's a systematic process embraced by top management and promoted throughout an organization.
Some companies incorporate leadership development into senior managers' responsibilities by requiring them to identify individuals with leadership potential and to take part in developing their abilities through mentoring and coaching.
Next: The Payoff
|
