The leader should select two or three much younger members of the senior management team and expose them to higher and higher responsibilities in a planned way, guide them when and where necessary, and coach them into thinking as the top person. The leader would let them compete against one another, and when the situation so demands, also cooperate with the sole objective of delivering the organisation’s better performance. After enough inter-departmental experience and having further honed their strategising and people skills the heirs apparent would be in a position to fill the top slot when the vacancy arises. And then the organisation would carry on under a new leader and with fresh vigour.
Kanan Jaswal's Blog on Leadership
Sunday, April 13, 2008
Planning for the leader's succession
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