By Dr. John Sullivan
In order to do succession planning, you must first identify the “future leaders” of your organization who will be included in your succession plan. Once identified, those leaders can then be targeted for development and, eventually, a planned progression throughout the organization.
But what is the best approach to use to identify the individuals you should put into a succession plan? There are a variety of approaches you can use, including:
Let’s take a closer look at each of the four approaches for identifying succession plan participants.
Identifying Succession Plan Participants Using Current Performance
In all my years of experience, I have found identifying an individual’s “potential” to be an impossible task. I have seen people who were quiet and reserved come forward in times of crisis and perform exceptionally well as leaders. Some of these people continued on as leaders, while others returned to their more passive roles. Almost invariably, no one saw this “quiet person’s” potential in advance.
In direct contrast, whether in sports or business, many individuals who were identified early as “high potential” individuals fail to perform and develop into leaders. There is little argument that there is a high failure rate in identifying potentials, and also in failing to identify individuals who later became excellent leaders.
To avoid the high potential pitfall, I recommend you use performance (rather than the “potential” for performance) as your primary assessment criteria. Below are some approaches for identifying future leaders based on their current performance.
Identifying Succession Plan Participants Through Surveys
Often times, success and performance are a result of a team effort. But a team effort makes it much more difficult to identify individuals who are top performers. One way around that problem is to survey many individuals in order to get multiple opinions about who is a leader. Some of the possible approaches include:
Identifying Succession Plan Participants Using Competencies
Some organizations have used competencies or competency modeling to identify the skills or traits of potential leaders and then labeled individuals with those skills and competencies as leaders. I’m skeptical of that approach, as is author Robert Kelley, who after years of intensive productivity research at Bell Labs and 3M reveals in his book, “How to Be a Star at Work,” that he could find “no common traits” among star workers.
Identifying common competencies among potential leaders is a very complex, time consuming, and expensive approach, for a variety of reasons. The most difficult problem to overcome is the definition and measurement of competencies. Most companies identify similar competencies like business acumen, innovation, and leadership. But precisely defining what these competencies are and accurately measuring them can become a nightmare. Although I don’t recommend the competency approach, some of the commonly used methods to identify competencies include:
Identifying Succession Plan Participants Using Behavior or Actions
Some firms look at more measurable behaviors or actions that are used in their current job instead of looking at an individual’s competencies or skills. The premise here is that you can identify leaders through their work behaviors. Some of the behaviors that succession plan managers have used to identify the individuals that will populate their succession plan include:
Common “Non-Leader” Behaviors
Individuals who are unlikely to become leaders also exhibit certain behaviors. These often include:
Conclusion
Succession plans cannot work if they include too many non-leaders and exclude too many individuals with leadership potential. As a result, the selection process for identifying who should be targeted for development assignments should be as precise as possible. In case of doubt, I recommend you initially put too many on the plan and later cut them out based on their performance.
I further recommend you focus on current performance and behaviors rather than potential when you develop your selection criteria. Be careful of competencies, if for no other reason than that they are time consuming. My final advice is to use multiple criteria and to ask numerous people. Leaving out someone that many believe to be a leader can lead to frustration, disharmony, and charges of discrimination and favoritism. In case of doubt, give as many people as possible a chance to succeed or fail as leaders.
Dr. John Sullivan is a well-known thought leader in HR. He is a frequent speaker and advisor to Fortune 500 and Silicon Valley firms. Formerly the chief talent officer for Agilent Technologies (the 43,000-employee HP spin-off), he is now a professor of management at San Francisco State University. He was called the “Michael Jordan of Hiring” by Fast Company magazine. More recruiting articles by Dr. Sullivan can be found in the ER Daily archives. Information about his numerous other articles, books and manuals about recruiting and HR can be found online. You may find other articles by him at www.ere.net.
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