successor assessment
DESCRIPTION
Dr. Duane Lakin shares some thoughts on the challenge of identifying successors for key roles in an organization.TRANSCRIPT
Thoughts on successor Assessment
Duane Lakin, Ph.D.Consulting Psychologist
Need for succession planning
10,000 new Social Security recipients per day
Lean: do more with less people
Big dangerous trucks still exist (“Mack truck rule.”)
Approaches to choosing a successor
“Seemed like a good idea at the time”
Best friend
“It’s his turn.”
“She’s great...and a minority!”
“He’s just like me.”
“It doesn’t look good to go ‘outside’.”
“Who we got?”
Major challenge in choosing a successor
No one is ever ready...either too early or too late
Second major challenge in choosing a successor
There is likely going to be a loser.
Reality of successor selection
The next job is very different than the current one.
Doers...Get the job done
Managers...Solve problems (cognitive ability; optimism)
Interpersonal skills (EI)Develop/delegate
Facilitate/lead
Executive...Vision/Strategy
ValuesCreativity
IntelligenceInfluence/social power/leading
The successful candidate already is doing skills at next level.
Reality of successor selection
Assessing successor candidatesWhat is needed?
What is a fatal weakness?What can be developed?
Assessing the successor candidate
Begin by looking at the characteristics needed in the ROLE...
...to do the things managers/leaders need to do...to implement company strategy...to fit or change company culture
Assessing successor candidates
Relevant knowledge and skills, Scope,
Passion/Values, People judgment,
Judgment and common senseTemperament, Attitude, and Style,
Ability to gain trust and respect
Assessing successor candidates
I look for the absence of key competencies;I look for presence of characteristics that are
NEGATIVE indicators;
The good ones may not show up to work;the bad ones ALWAYS make their appearance.
“Beauty is only skin deep; ugly goes to the bone.”
One Day (“X is true because of this or this.”)
3 months (“X is true because of this and this.”)
1 year (“X is true, because if we do this, it will lead to that which will lead to that and then cause Z.”)
2 year (“If we do X, it will lead to Y and then Z, but we have to consider that if we do not do X and do A instead, that will lead to B and C. So we must consider both possibilities...”)
5 year, 10 year (much more concept based than just data based)
Scope of thinking
One Day: most plant personnel
3 months: most sales people or lead production people or supervisors
1 year: Plant managers; Sales managers
2 year: General Managers
5 years; 10 years: Executives
Scope of thinking;what does the job need?
Assessing successor candidates
ProactivityEfficiency Orientation
Positive RegardInfluence/ Concern with Impact
ObjectivityIntelligence
Interpersonal awareness (EI)Communication skill
Accurate self-assessmentLeadership
I look for absence of desired characteristics such as:
The successful candidate already demonstrates the characteristics needed in the next job.
He/she may not have the experience or specific knowledge.
Assessing successor candidates
Examples of NEGATIVE indicators:
Lack of ego strength/ high anxietyPoor self-awarenessLow stress tolerance
Arrogance/defensivenessLack of self-control or composureInclination to blame or be a victim
Narcissism/lack of respect for others
Can you remedy the problem?
Coaching/Counseling
Mentoring
Teaching
Confronting
What is a reasonable development expectation?
What are YOU doing better today than you did 2 years ago? How much have YOU
developed in the past 2 years? How hard was it to develop new skills,
knowledge, judgment, etc.?
If someone is expected to develop in specific areas, who will be the coach? You? When?
The unspoken question
What do you tell the person who does not get the job?
Is there a better seat on the bus?Provide feedback. Don’t mislead. If
someone is not going to get promoted, be honest.
Don’t offer an impossible development plan with unrealistic
expectations. Offer a helpful development plan.
If possible, find a better career path. Try to find another way for person to
improve income without an inappropriate promotion yet benefits
the organization, too.
Final thoughts What is your “onboarding” plan for
someone who is promoted?
When do you decide to go outside for candidates? When does “new blood” trump an in-house “A” player?
Is Succession Plan a measure of how well your “talent management” plan works? Are you coaching and mentoring your “A” players?
Should you really ever pick your own successor?
Happy Hunting!
Want some help in assessing talent or
planning development?
Duane Lakin, Ph.D.Consulting
Psychologistwww.lakinassociates.com
630-871-2996 (Wheaton, IL)