Who’s Next?

From a discussion on leadership succession:

I disagree with the comment that planning immediately for the next successor is a dangerous strategy. First, if it is the stated policy of an organization to manage its succession policy this way then there is no undermining message to be received. The decision to prepare for the next change is simply a matter of course. Second, CEO longevity is not guaranteed. Being prepared for an unexpected departure is simple common sense. We back up our hard drives and our files regularly and assign backups for job responsibilities not because we do not trust our hardware, our software or our staff but because accidents happen, people get sick and power surges are beyond our control. Surely it is better to be prepared than caught off guard.

Another area of concern in leadership succession is the matter of organizational culture. As businesses become less traditional in structure, environment and personality companies like Google and Apple must also consider how well a new CEO fits into the unique culture that is an integral part of both their public image and their financial success. In organizations such as these it is even more important for the current CEO to be involved in the selection and mentoring of future leaders in order to ensure that the values that drive the organization are effectively passed along.

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