PAGE 20| Business Executive | Issue 123 Spotlight


The challenge of following a leader


Simon Garrett stresses the importance of succession management


I


n business, politics and sports, strong leaders – and weak ones – can be a big problem for those who follow them. Succession management is a


huge public relations challenge, which is ignored at any company's peril. It is hardly surprising that organisations unprepared for a smooth handover of power can expect an immense impact. What is the right way to


Succession management


replace the man or woman at the top? A favourite approach is to concentrate on ‘not being’ the predecessor. In spite of attempting to create a fresh image, they may still be stuck with the old aura; initially useful to comfort supporters and convince detractors. Political leaders are rarely given the chance


SIMON GARRETT is an award-winning broadcast journalist. He is now director of broadcast for Jardine Michelson.


in sport is always chaotic, coming as it invariably does on the back of a string of poor results. New football managers for example, can be ‘Messiahs’ or ‘fall guys’. Where circumstances


allow, a controlled handover of power is always desirable. Organisations should quietly plan the impression a new leader will attempt to make. He or she should have


to be “positioned” before taking charge in democracies. They win the top job all at once and have to hit the ground running. But business leaders can, and maybe should, be groomed. It was all so much easier in old-fashioned firms where replacements were groomed for years or even decades, eventually taking their place at the top, and finally in charge.


A new leader must show a sense of purpose but also the ability to listen to everyone


a couple of quick and easy ‘wins’ ready and waiting – simple and effective measures that are guaranteed to please at not too great a cost. The first and most important audience for most new bosses is the internal one. Learning the names of all the staff, or improving tea and coffee- making facilities may sound like insignificant acts, but to people at work they are important. A new leader could make some statement like: “The best years lie ahead and it is not going to change” or


“I cherish our unique principles and values.” A new leader must show


a sense of purpose


but also the ability to listen to everyone, particularly


those who perhaps felt bypassed by the previous administration. He or she must select carefully the things to change right away and those which can evolve over time, taking people with them. They should choose carefully what they say


about their predecessor. Popular or otherwise, respect for the past is critical for a not-too- bumpy ride in the future because they will need great good fortune in following the leader.


This Spotlight is reproduced courtesy of Jardine Michelson, a UK company specialising in PR. www.jardine-michelson.com.


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