A critical task in the succession planning process of any
organization is identifying candidates. Traditionally,
candidates have been identified based on past performance. While
this seems logical, it is problematic in practice. Past
performance always measures success in a lower-level position.
What is needed in succession planning is a system to identify
potential for success in a future higher-level position. The
best predictive model I have found is the Leadership Pipeline
Model by Charan, Drotter, and Noel. The Leadership Pipeline
provides a model that describes the skills, time applications,
and values required to succeed at different levels in the
organization. While most leadership models and theories describe
characteristics of leaders in general, the Leadership Pipeline
describes specific criteria for success in transitioning from
one level to the next. The Leadership Pipeline Model helps us to
see the importance of identifying candidates for positions
throughout the entire organization. The pipeline must be
continuously filled with leaders who have been identified for
development for the next higher level. A pipeline clog at one
level will clearly harm leadership development and succession
throughout the entire organization. What is needed is a
carefully monitored system for developing in-house talent from
front-line supervisors to CEOs. At GE and Citicorp, two
companies using the Leadership Pipeline Model, leadership
passages from one level to the next are seen as ?turns? in the
leadership pipeline. These turns (or passages) provide
significant developmental experiences. If these turns are
skipped the individual may not be prepared for higher-level
leadership positions. The focus for development should be the
lack of critical skills and values for the next higher level,
not past performance. I am often asked ?Is it better to recruit
from outside the organization or to develop leaders from
within?? The safe, but rather uninsightful answer is, ?It
depends.? Recruiting from outside the organization makes sense
when a major change in corporate culture or direction is needed.
But, I would caution about the over-dependence on outside
recruiting of leaders. Desperate attempts to recruit leaders
from outside the organization suggest an inadequate leadership
pipeline. Recruiting leaders from the outside of the
organization can be very expensive. As we all know, there is a
talent shortage in the marketplace. This can lead to paying high
premiums (or even outright price wars) for promising talent. The
Leadership Pipeline Model offers a common language (terminology)
and specific criteria for what to look for in leaders at the
next higher level. The Model provides a description of the
skills, time applications, and values required of leaders at
each successive level. This criteria is critical not only for
identifying candidates but also for their subsequent
development. The key to identifying candidates for higher levels
of responsibility is to predict their potential to succeed in
attaining and using the skills, time applications, and values of
the next higher level. Past performance is often a poor
predictor of future success. Remember that the skills, time
applications, and values of each successive level of leadership
are dramatically different. The challenge in succession planning
and identifying candidates is making sure people are assigned to
a level that is appropriate for them. The challenge is
complicated by the fact that people change (hopefully for the
better) over time. An appropriate position for someone today may
not be appropriate three years from now. Identifying candidates
for the organization?s future leadership positions is a critical
task. Do you have a system for identifying candidates that
considers not only their current skills, but also their
willingness to adopt new work values and time applications?
About the author:
Dr. Mike Beitler is the author of "Strategic Organizational
Change" and "Strategic Organizational Learning". His books are
used at General Motors, Coca-Cola, IBM, Wachovia, BASF, Glaxo
Smith Kline, Daimler-Chrysler, and many more great companies.
His work is written for practitioners who need real-world tools
and strategies to be truly effective in their organizations.
Find more info on Mike and his work at
http://www.mikebeitler.com/
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