InsideWork » Preparing Your Replacement: Are you preparing the next generation to lead your company? » Leadership, People Development, Succession, Retirement

Stu, a member of our InsideWork Community posed this scenario the other day:

Due to an illness in your family you are going to retire from your executive-level position earlier than you expected. Your retirement date is December 31, 2007. You have been mentoring a person who will fill your position. However, until now you haven't been that intentional in your mentoring because you figured you had several years to mentor this person. You still think this person is the right one to replace you — they have the technical skills and several years of management experience, but you know you need to make the next 10 months count.

In general terms, what would you do to help this person prepare to move into an executive role over the next 10 months?

My answer:

This is a very multi-faceted scenario with lots of unknowns.

Obviously, from a biblical perspective, you really need to be praying for this person, for others on the leadership team, and the company at large. Transitions are always tough, unexpected things happen.

Next, I would interact with my advisors or board about what I'm going to have to do and what I'm thinking. Their support and input may be crucial in helping me with the transition. They may also have insights into your candidate for succession…both positive and negative. And they may provide valuable coaching and support for your successor.

Third, I would have a very frank dialogue with my candidate. One very important question to discuss is whether they really, really want the job. Often owners will select a person that has been their second in command for many years. The assumption is that because they've been at your right hand faithfully for all those years that they are ready, willing and able to step up.

The assumption is that because they've been at your right hand faithfully for all those years that they are ready, willing and able to step up.

There are three major problems with that assumption.

First, they are not ready. As you mention in the scenario, they haven't been prepared intentionally…this translates to having been prepared haphazardly. In other words, there are probably major gaps in their knowledge and experience. You may be able to hone in on these areas over the next 10 months, but may not be able to master them. The advisors, board members and other senior leaders may be able to help stand in the gap.

Second, they may not be willing. Many people who have been in the #2 position, especially in smaller privately held companies, have succeeded in that role precisely because they are very comfortable and happy to be in a supporting role. They may even tell you out of loyalty that they would be willing to step into your shoes, but many times it is just loyalty and faithfulness talking, not true desire. It takes a lot of fire and desire to lead an organization. You need to sort out, and help your candidate sort out if they are saying "yes" out of loyalty to you or because they really want to run with the ball.

The third problem is akin to the second. Are they able? Again, as the owner and leader, you've used unique gifts and abilities to lead your organization. You probably have strategic abilities, decision-making/problem solving abilities, abilities to build teams, etc. But often, for your second in command, you've hired someone who has complementary gifts to yours. This means that their strengths may not lend themselves to being the next CEO. They will be out of their element.

Coming back to what needs to be done…

After this conversation, then you need to begin exposing the candidate to your world and your responsibilities. You will need to be with this person daily for the next ten months, transitioning responsibilities, bridging relationships from you to him/her. You will need to put the person in a position to earn the trust and respect of people inside and outside the company. And you will need to give the person room to make decisions that you might not.

You have to help build trust toward the candidate. But you have to let them earn trust as well. You need to constantly provide feedback as well as seek feedback.

I think, too, that you need to look beyond this person and consider others in the organization, as well as other potential candidates.

It's a daunting and high risk time for the organization. The scenario you posed is so real, and the danger is so high because generally speaking as leaders we wait to long to develop others and get locked in on a single candidate too soon.