Successor assessment

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)

drlakin@lakinassociates.com