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KPMG 12KPMG 12thth People Management People Management
SymposiumSymposium
Marshall Marshall GoldsmithGoldsmith
[email protected]@MarshallGoldsmith.comwww.MarshallGoldsmithLibrary.comwww.MarshallGoldsmithLibrary.com
Internal Successions: The role of HR
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Goals for today Review the human challenges in top
executive succession. Discuss the role of key stakeholders
in the succession process. Share ideas on how executives can
effectively coach or unconsciously sabotage their
successors.
Share ideas for preparing the successor for the succession
process.
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Publications
Succession: Are You Ready, Harvard Business Press, February
2009.
How Not to Lose the Top Job, Harvard Business Review, January
2009.
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CEO succession a human process
Self interestEgo EmotionInvolving many key stakeholders
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Passing the baton of leadership
The relay race It is hard when you are
winning It is harder when you are
losing
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Creating a great rest of your life
Three sessions, 24 executives Frances Hesselbein, Alex Von
Bitter and
me No formal structure, 1 days What am I going to do for the
rest of my
life?
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Letting go is hard to do
Wealth Status Perks Power Relationships Happiness
Contribution
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No one to talk with Three key success factors:
Meaning Contribution Happiness
Success and failure stories
Key learnings
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The three roles in the final year
A. Running the business B. Developing your successor C. Creating
a great rest of your life
Start with A go toward B finish with C
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Why developing internal successors is worth the effort The cost
of external failure Leadership development by
example Leaving a legacy Supporting key relationships
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Key relationships in CEO succession
The CEO Peers Direct reports Analysts / shareholders Customers
The Board
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The CEO The lame duck issue If the CEO doesnt like you it
probably wont happen Managing the complexities of the
CEO successor relationship The panic at the end of the
process
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Peers The competition factor The need to continue the
companys leadership team The balance between not leading
and being too pushy
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Direct reports
The unique challenges of the COO The balance of turn around
and
treat people with respect When your direct reports are the
CEOs friends
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Analysts - shareholders
How analysts can impact succession
New activism What about Carl or Kirk? Balancing go for it
and
honest projections
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Customers Transactional or relationship How they can impact
succession
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The Board The final vote How miscommunications
occur The Board member who
wants to be CEO
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The CEO as coach When it can work Why some CEOs dont want to
be
coaches Working with an external coach The CEO as coach
facilitator not
coach know it all
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Summary and discussion
What are your succession challenges?
Final questions
KPMG 12th People Management SymposiumGoals for
todayPublicationsCEO succession a human processPassing the baton of
leadershipCreating a great rest of your lifeLetting go is hard to
doKey learningsThe three roles in the final yearWhy developing
internal successors is worth the effortKey relationships in CEO
successionThe CEOPeersDirect reportsAnalysts -
shareholdersCustomersThe BoardThe CEO as coachSummary and
discussion
