1. F UTURE L EADERS
GROWING LEADERSHIP TALENT FROM WITHIN
Succession planning which identifies future potential leaders to fill key
positions, feeds the need for organisations to develop high potentials and
to meet the talent demands facing the firm. However, it is a complex, long
term process which presents many challenges for current leaders to
manage through. Not everyone in your organsation will have a high level of
self awareness or board understanding of what it takes to evolve.
Consequently, you may find talent that you do not want to lose, performing
well at their current level but unlikely to be suitable for that next step.
Leadership development is expensive but not nearly as much so as hiring
poorly from an external talent pool.
IDENTIFYING HIGH POTENTIALS
If management is about ensuring an organisation operates efficiently and
against expectation, then leadership is about how that organisation pushes
forward, creating more value for stakeholders. High potentials (HP’s) in
your organisation understand this difference and while they may not
possess the full tool box to deliver, there are several characteristics that
mark HP’s out from other employees. HP’s are authentic which means they
are trustworthy, known for their integrity and when they say they will do it,
they do it.They understand the value of vision and how, when applied to
their department or function, to get others to buy in to it, creating more
value for the organisation from the activities that go on around them. HP’s
stay calm under pressure, they do not lose their shape when faced with
adversity.They are comfortable reaching out for support and ensure a
sense of safety in the moment for those around them. Understanding the
connections are important, HP’s will develop relationships with other
function leaders and ensure that both parties benefit from those
relationships.
Identify Roles
Engage HP’s
Analyse Gaps
Develop Solutions
Implement Plan
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Succession planning
grows employee
morale, reduces
risk and enables
business continuity.
But it takes real
organisation
commitment.
TAL ENT MANAG EMENT

2. DEVELOP A LEADER
Effective succession planning involves four primary stages, the first of which
is to work out which are the mission critical postions to the business
achieving its future objectives. Other factors to be considered are the
specific expertise that the role holder will need to possess or the region in
which that person will be based. Succession planning is a long term process
and a HP’s personal interests and circumstances will change over time.The
second stage in succession planning is to work out a detailed analysis of the
competencies that will be required for success in the role.These can be
influenced by external as well as internal circumstances from technology to
geopolitical change. Succession planning is of course a feature of overall
workforce planning, but gap analysis tends to be much more personalised
to the HP in the form of an individual developement action plan and to the
role being future planned.The third stage is to enable your development
activities and engage your HP’s in action learning, job rotations, task force
leadership and other high value learning programmes. HP’s are expected to
stretch at a different pace to other employees and generally to function
well at a level above their current command.The role of a mentor or coach
to provide feedback and improve proficiency is invaluable during this
period.The final stage is to make Succession Planning a Board level
discussion and to ensure continuous monitoring of results. Growing your
leaders from within has many benefits but it is not without its difficulties;
support and oversight from the top are essential to successful results.
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TAL ENT MANAG EME NT
Growing
leaders from
within
establishes
knowledge as
a tangible
asset and
decreases the
organisation
learning curve.