In the busy engine room of leadership responsibilities, there’s one area often left in the dark shadows, not for its lack of importance, but perhaps for its emotional weight — succession planning.
As a Culture Mechanic deeply entrenched in the gears of organisational development, I’ve observed a paradox. The very leaders who strategise meticulously for market shifts, growth and operational efficiencies frequently overlook planning for their own succession.
This is a leadership blind spot that could cost your business dearly.
The hesitation behind succession
With so many capable leaders dragging their feet on succession planning it is natural to ponder why.
The reasons are as complex and often very human:
- Fear of Letting Go: For many founders and long-standing leaders, their identity is inextricably linked to their business. The thought of handing over the reins feels akin to losing a part of themselves, triggering a deep-seated fear of the unknown.
- Finding the “Right” Successor: Finding a successor isn’t just about skill sets; it’s about finding someone who embodies the company’s culture and vision, a task almost as daunting as finding a needle in the proverbial haystack.
- The future Fallacy: There’s a pervasive belief that succession planning is a future concern, something to be dealt with “someday.” This procrastination overlooks the fact that the future has an uncanny habit of becoming the present all too quickly.
The pitfalls of poor succession choices
Choosing the wrong successor, or worse, having no plan at all, can unravel years of hard work overnight. It’s not just about continuity; it’s about ensuring the legacy and values of the organisation are upheld. Poor succession choices can lead to:
- Strategic Misalignment: A successor who doesn’t share the founder’s vision can steer the company in a direction that alienates staff and customers alike.
- Cultural Erosion: The delicate fabric of an organisation’s culture can be quickly torn apart by a leader who doesn’t embody its core values.
- Operational Disruption: Without a clear plan, the transition period can be marked by confusion, uncertainty and a significant dip in productivity.
Top 5 Errors in Succession Planning
- Backward Role Definition: Defining the successor’s role based on past and present needs, without considering the future’s unique challenges.
- Mirror Hiring: The comfort of familiarity leads to hiring someone with similar strengths, overlooking the need for diverse skills and perspectives for future phases.
- Autonomy Anxiety: Hiring a capable executive meant to lead, then failing to provide the autonomy necessary for them to do so.
- Misfits & Corporate Dreamers: Envisioning a corporate veteran thriving in the unique dynamics of a smaller enterprise without verifying cultural and practical fit.
- Onboarding and Transition Oversight: Neglecting the preparation of the team for leadership transition and lacking a detailed onboarding plan.
The value of external guidance
This is where the role of a Culture Mechanic becomes invaluable. External guidance can help navigate the emotional and logistical complexities of succession planning by:
- Providing an Objective Perspective: An external advisor can assess potential successors more impartially, ensuring the best fit for the company’s future.
- Facilitating Difficult Conversations: Sometimes, leaders need a mediator to help articulate their fears and desires for the company’s future.
- Crafting a Comprehensive Plan: Succession planning is more than naming a replacement; it’s about ensuring a smooth transition that respects the past while embracing the future.
Conclusion
Succession planning is not just a strategic imperative; it’s a testament to a leader’s commitment to their life’s work. It’s about stewarding the organisation into a future you’ve envisioned but may not directly partake in. The courage to face this leadership blind spot head-on can transform a potential risk into your business’s most enduring legacy.
