David Seall Blog

Improving The Effectiveness Of Your Board

Improving The Effectiveness Of Your Board

How to Choose the Right Person to Succeed You Interestingly most organisations don’t succession plan very well. This probably goes back to the fact that many don’t do thorough risk management. Within a process of evaluating risks the issue of what happens to key staff should loom large. The chance of this happening, the effect of it, plus the proposed solution and who is responsible for carrying it out is essential as part of the risk management process.

This risk management is essential both in owner managed “family” businesses and particularly charities, where all too often the Director of Chief Executive leaves and the Chair is left holding the baby after the notice period has been served and before a new incumbent can be found. This places even more pressure on the recruitment process and the temptation to “cut corners”. In a family business it’s key to be developing family members over a long period of time so that they can build up the knowledge and experience to be a success in the roles they and the owner would want them to do. It’s also essential that they are supported by the right cadre of senior staff to make their appointment a success.

Risk management should be part of the “Management Review” system that is built into the processes and procedures that determine the operation of the enterprise. So the key to start with in succession planning must be to have evaluated the risks to the enterprise of key staff leaving and have a plan in place both temporary and long term to manage it. Both the Chair and The Chief Executive should discuss this at regular intervals to determine strategy.

When a key member of staff leaves it’s not always straightforward that the individual is replaced by a “clone”. It could be an opportunity to change the management structure or bring in someone with a different set of skills and approaches that will help develop the enterprise strategically. Aligning the recruitment to strategic direction is key. “Buggins’ turn” or promoting from within or grabbing someone quickly from outside will not do.

The 9 Keys to Effective Succession Planning

1. Have key staff positions as an integral part of the risk management process

2. Evaluate and quantify the risks of losing key staff

3. Have a plan in place to deal with those risks that is in alignment with the strategy of the enterprise

4. Structure times to regularly review the plan

5. If it happens take the time and effort to manage the recruitment (or promotion) process properly

6. Make sure that the definition of the role and the experience and personality of the person to do that role aligns with the strategy

7. Use external help or opinion to test and evaluate your thoughts and approach

8. Consider restructuring your team as part of the process. A person leaving can be an opportunity not only a threat.

9. Make sure that the person recruited fits the dynamic of the team and the way you want the team to develop.