Organizations of all sizes strive for leadership development. Some implement programs that are highly structured, while others provide more informal, on-the-job opportunities for professional growth. Yet few companies use development as a way to effectively manage successions throughout their operations.

Tying leadership development with succession management lets an organization establish a talent pipeline for all key positions. Given that managers take time off, earn promotions, and occassionally leave for opportunities elsewhere, companies would do well to groom their talent pools and plan for such “everyday” successions. Doing so averts the mad scramble to fill a vacancy while responsibilities suffer and projects lag behind in the interim.

This greater commitment to multi-level succession planning goes beyond maintaining a list of potential management candidates. It requires an ongoing strategic campaign to ensure that all the right skills are in all the right places so that any transition will be seamless.

Grooming in action

As the term implies, succession planning takes planning. The objective is to provide talented employees with developmental experiences to sharpen their abilities, practice strategic problem-solving, and benefit from learning what it takes to succeed in a management position.

A formal selection process must first be established to identify all those key performers and potential leadership candidates. Programs must be created and implemented that focus on building the right management skill sets.

Opportunities to practice those newly developed skills should also be pursued, either through job rotations or special project assignments. Along the way, candidates must be mentored, monitored, and reviewed to determine progress and what additional training might be necessary.

The process of formalizing succession may also demand considerable culture changes and buy-in. Those who currently hold leadership positions cannot simply dismiss the need to have “understudies,” nor should they feel threatened by the process.

Culture management applies to the workforce as well. Some star employees may not live up to their potential; therefore, all candidates should understand that selection alone is no guarantee of appointment. There may also be possible fallout from those not chosen for grooming.

All of the above factors serve to emphasize the need for strong communication and deep commitment when promoting a succession program. The message should be that, while the organization strives to provide people with great opportunities for advancement, the greater good of the organization is equally important.

Shaping the future

Succession planning is both a contingency plan and a leadership development program. For each key role in the organization, companies should strive to have one to three employees tapped and ready for succession. 

And while the process is an investment in the long-term health of an organization, it also offers some immediate payoff. When employees know there is a clear career path for them, retention is strengthened. Additionally, as employee skills are being improved, they’re also being applied throughout the ranks, making the organization and its operations stronger every day.