Phyllis Weiss Haserot's
Organizational Effectiveness Issue of the Month
SUCCESSION PLANNING AND TRANSITIONING: STYLES
April, 2006
In his book, The Hero's Farewell, former Dean of the Yale School of Management,
Jeffrey Sonnenfeld, classifies top executives into four categories of
styles and describes their effect on their firms as they exit or relinquish
leadership. The four styles are:
* Monarchs: They stay on the job until they are forced out or die.
* Generals: They are reluctant to leave and look for ways to return or
continue to have an active role.
* Ambassadors: While they leave gracefully, they make sure to maintain
active, though low-key, but important relationships with the firm.
* Governors: They go on with other aspects of their lives and leave willingly.
Only the Governor style executives can be counted on not to interfere
or try to influence their successors' policies and tenure. The Monarch
types can't tolerate competition for their roles, so they are likely to
stifle internal talent and leadership development. General and Ambassador
types, unwilling to let go entirely of their involvement and ability to
influence, may intentionally or not undermine rather than support successors,
especially if the firm needs a new vision or sense of direction.
How can firms deal with each of these styles of exiting leader, whether
at the top or in the role of business unit or practice head? Here are
my suggestions.
* Set limits for Monarchs. Develop term of office policies for CEOS, chairs,
managing partners or practice group heads, subject to renewal for a limited
time frame. Also require appointment or election of rotating deputies
to assure development of future leaders less likely to be tied to the
Monarch.
* Enforce knowledge transfer and client introductions to the next generation
in the firm.
* Start leadership training as soon as people reach partner or managing
director level (or similar status). Make sure the group which is selected
for more advanced training is large enough and diverse enough in styles
to provide options and the best choices of leaders to meet varying situations.
Avoid selecting leaders all in the same mold.
* If Generals and Ambassadors suffer loss of professional identity when
they transition out, give them a significant but non-interfering role
for a limited time.
* Don't offer them offices to use on-site if they are exiting the firm
("retiring").
* Ambassador types who truly act from a sense of personal commitment to
continue to contribute in non-interfering ways for the good of the firm
can be extremely valuable in recruiting, business development and mentoring.
Make them feel valued and appreciated.
Sonnenfeld suggests that companies that have demonstrated success at developing
senior executives spend much time and attention developing a specialized
candidate pool with training, coaching, strategic initiatives and on-the-job
experiences. Beyond their actual accomplishments, this potential senior
level talent can be recognized by strong interest in learning, an unrelenting
drive for self-improvement, a healthy appreciation of a motivated workforce
and a relatively long-term view. These characteristics and the candidates'
approach to professional development lay a solid foundation for leader
transitioning which can be matched with the best leadership and behavioral
styles for the situation.
As always, I encourage your comments pwhaserot@pdcounsel.com
© Phyllis Weiss Haserot, 2006. All rights reserved
For training, coaching and special programs on maximizing the potential of your organization and your young professionals, call Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549 or e-mail at: pwhaserot@pdcounsel.com. See www.pdcounsel.com/nextgen.html and www.pdcounsel.com/about.html. Now we offer compelling programs and transition planning services for senior professionals too.
tel: 212 593-1549
fax: 212 980-7940
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