Leaders and human resource chiefs say succession planning is a top concern and business imperative. But much too little is being done about achieving it. There are several reasons: inertia; wishful thinking that defections to other employers, deaths or illnesses, early retirements or dissatisfaction won’t happen – at least without sufficient notice; and fear of rocking the boat and the internal politics likely to arise as the succession planning process proceeds. This can be uncomfortable, disruptive and demoralizing to key players if a carefully considered process isn’t instituted.

Talked about less frequently in organizations whose practice is to choose leader successors at any level from internal personnel rather than outside hires are two hindrances: lack of confidence in the potential leaders coming up behind the incumbents; and leaders, particularly founders, who are reluctant to “let go.”

An important part of growth strategy has to be generational transition planning. Clients and other external stakeholders are also going through generational transitions, and your firm or organization needs to be in alignment with those relationships. This article focuses on finding, preparing, and gaining confidence in successors internally.

Based on our observations with clients and coaching assignments, the roots of expressed lack of confidence in potential successors may have a number of explanations, often distinct from insufficient professional competence including:

• Personal chemistry between incumbent and potential successor, despite clients or other stakeholder’s satisfaction with the potential leader.

• Work style – the incumbent only feeling comfortable with a clone (often not the best choice).

• The incumbent wanting to keep the potential successor’s wings clipped in order to continue in a support role to him or her.

Here are some approaches to use if the potential successor needs more seasoning or if the primary obstacle is largely more emotionally-based than documented inadequacy. Factors around “like” and “trust” as well as discomfort with loss of authority and professional identity are often roadblocks.

 Actions to Address Lack of Confidence in Potential Successors

• Start with the “why.” Surface what the actual issues are, avoiding stereotyping and biases. Consider conducting workshops and individual coaching on understanding, bridging, and capitalizing on generational differences. Focus not only on the attributes but rather what’s behind them, implications and how to use related strengths.

• Initiate cross-generational conversations for improved mutual understanding around questions such as:

  • Help me understand your perspective on work and the marketplace outside of our firm. What factors influenced your worldview and attitudes you bring to your work and interactions with colleagues?

  • What should we discuss to get to know better how my peers and I think and how you and I can benefit from our differences?

  • What would you like to see changed about how our work is done, and how can you help to make it more effective?

  • What strategies for impact and influence at work can we earn from each other?

• Give younger professionals, managers and supervisors their own particular responsibilities - their own piece of the action - to prove themselves, have their own niche and the opportunity to shine as they develop their careers.

• Use training in personal behavioral style to bridge gaps (using assessment tools such as DiSC or MBTI or others). Conduct diversity, equity & inclusion assessments. Find commonalities and how to resolve differences.

• Reward leaders and managers for training, coaching and mentoring, and if needed, teach them how to perform in these roles so the professional development that will instill more confidence will occur. Adjust the reward system to a results and merit basis rather than just time expended.

• Identify those in power that just won’t “let go” and devise strategies to deal with them. In those circumstances, it’s not about the successor.

Call to Action: Don’t leave succession to default. You need the best person for the job. Building confidence in potential successors at all levels and critical functions is crucial. This dilemma suggests at least partly a need for cultural or individual attitude adjustment.

And if you are struggling with how to achieve vital knowledge transfer among the generations, ask about our highly praised workshop “Avoiding the Cliff: The Relationship Side of Succession Planning and Knowledge Transfer.”

© Phyllis Weiss Haserot 2020.

Please send your thoughts to pwhaserot@pdcounsel.com or contact us on https://www.youcantgoogleit.com. I always welcome questions.

Phyllis