A
Framework for Building Executive and Senior Management Continuity—Individual
Development and Succession Planning
Succession planning has often been approached as a technical
problem of matching individual characteristics with job requirements.
As
such, this approach fulfills a replacement planning responsibility,
and ensures that existing organizational processes and responsibilities
could be maintained in the event of the loss of individuals. However,
succession planning for the purposes of building organizational
capability involves more than just replacement planning.
The processes of individual development and organizational
succession planning must be integrated for any enterprise to
be able to develop and sustain organizational capability. This
integration helps ensure the availability of executive candidates
who have the competencies required to support the organization’s
strategic growth.
Development requires learning
The development of leadership competencies requires both opportunity
and support for learning. Organizations can choose to let these
processes happen by themselves, or they can choose to actively
manage them. It may be tempting to assume a Darwinian stance:
the individuals with the greatest potential for learning (the
fittest) will survive and rise to the top, even in an unmanaged
environment. While this may be true, the costs of the fall-out
along the way are substantial.
Most organizations are currently suffering from a shortage of
leadership talent, not a surplus. Logically, then it would make
sense to create and manage a supportive environment that minimizes
the negative effects of competition. If organizations provide both
learning opportunities and help in learning, many more effective
leaders will emerge than if the process is left unmanaged.
Meridien can help your organization address these challenges by:
- Benchmarking your organisation's development and succession
planning processes to identify areas for improvement
- Auditing senior roles and responsibilities
in your organization
to identify developmental opportunities that will help prepare
high potential managers for more senior leadership positions
- Assessing individuals to help your organization identify those
who can benefit most from developmental assignments
- Coaching
high potential individuals to help them learn from their development
experiences
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