To believe one is immortal or available all the time? Quite often, such a belief is the flaw in many leaders; they do not take care of succession planning! In any company, private limited or public listed – there is a tendency of the management not to delegate when it is required to do so; and, there is a problem in succession planning.
It is not essential that the people who report to the management have to think like the MD or the management. Decision making is an acquired ability; and, I would rather nurture independent decision makers and not unquestioning followers. In sales management – it is essential that each team member can think, act and if they need to, follow up with me. Mostly, every situation is different from each other and I am not necessarily involved in the nitty-gritty details every time! It is not really required that I should be, under all situations. But, I am aware of what is happening around as I am monitoring and am capable to step in to solve, if desired.
“Succession planning” is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. In most organisations, there is no attempt to delegate by the management and this stifles growth of executives!
“Management research indicates that clear objectives are critical to establishing effective succession planning (Kesler, 2002)” (source: wikipedia). These objectives tend to be core to many or most companies that have well-established practices:
– Identify those with the potential to assume greater responsibility in the organization
– Provide critical development experiences to those that can move into key roles
– Engage the leadership in supporting the development of high-potential leaders
– Build a data base that can be used to make better staffing decisions for key jobs
– Improve employee commitment and retention
– Meet the career development expectations of existing employees
– Counter the increasing difficulty and costs of recruiting employees externally
Succession planing is essential, especially when the interests of the organisation are kept above personal interests. Group as a whole can function better, when it becomes a ‘learned’ team wherein each member is trained to be independent. For a growing ‘learning’ organisation, interdependence is far better than unquestioning dependence on the leader. Such ‘learned’ teams deliver more than expected while facing trying or challenging situations!