Leadership Place

“Character, in the long run, is the decisive factor in the life of an individual and of nations alike.” Theodore Roosevelt

I don’t mean to alarm you. But—we are going to discuss a very painful subject to many people. My discussion involves an organizational taboo. Many institutions refuse to conduct leadership succession planning because they don’t want to offend anyone (that charismatic founder or his potential replacement). Can any great organization exist after the death of its visionary founder? At the death of a distinguished leader, most organizations are left in confusion. Why does a leader feel that the world must stop if he’s not leading? Therefore, seasoned leaders must adequately prepare for their replacements. Everyone knows that a leader can’t live forever; however, many organizations avoid this topic. This is a fatal organizational mistake. Below are some positive planning suggestions before organizational transition:

1. Recognize the need. Leaders need replacements.
2. Conduct a candid discussion with the incumbent leader.
3. Develop an organizational succession plan.
4. Implement the plan.
5. Develop a list of possible candidates.
6. Conduct any additional leadership training.
7. Provide mentoring sessions with potential candidates.
8. Keep communications open about potential changes.
9. Measure and track results of plan.
10. Continue to make organizational improvements.

Let’s explore this matter further. To every thing, there is a season. A wise leader knows when he leaves. On the contrary, a foolish leader will prolong his reign. Good leaders deal with the realities of living (you live—you die). I’ve seen some leaders delay leadership development because of fear; however, these leaders have no foresight. Followers often know better but lack the power for organizational changes. This is a fatal mistake for most organizations. Who is going to replace this beloved leader? Will the replaced leader have problems from the incumbent’s loyalists? There is bound to be trouble. If these veteran leaders are truly concerned about their organizations, they should prepare future leaders by implementing a succession planning process.

Succession planning involves mentoring for the future. Chip Bell, a mentoring expert, defines mentoring as the “act of helping another learn.” Throughout history, leaders have been replaced. A great leader who has vision is difficult to replace. Why would you wait until he/she is dead to consider a replacement? Don’t be unprepared for future leadership changes. Start today!

References:

Bell (2002). Managers as Mentors. San Francisco: Berrett-Koehler’s Publishers, Inc.

Sugarman, K (2000). Leadership Characteristics. [Online]. Available: http://www.psywww.com/sports/leader.htm.

© 2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org.