The document discusses the complexities of succession planning and the challenges associated with selecting a successor, including the need for careful evaluation of candidates' characteristics, skills, and potential for development. It emphasizes the importance of assessing both positive traits and negative indicators, as well as the need for honest feedback to those who are not selected. Additionally, it raises questions about onboarding new leaders and the timing of looking outside the organization for talent.

1. Thoughts on successor
Assessment
Duane Lakin, Ph.D.
Consulting Psychologist

2. 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.”)

3. 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?”

4. Major challenge in choosing a
successor
No one is ever ready...either too early or too late

5. Second major challenge in
choosing a successor
There is likely going to be a loser.

6. Reality of successor selection
The next job is very different than the current one.

7. Reality of successor selection
Doers...
Get the job done
Managers...
Solve problems (cognitive ability; optimism)
Interpersonal skills (EI)
Develop/delegate
Facilitate/lead
Executive...
Vision/Strategy
Values
Creativity
Intelligence
Influence/social power/leading
The successful candidate already is doing skills at next

8. Assessing successor candidates
What is needed?
What is a fatal weakness?
What can be developed?

9. 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

10. Assessing successor candidates
Relevant knowledge and skills,
Scope,
Passion/Values,
People judgment,
Judgment and common sense
Temperament, Attitude, and Style,
Ability to gain trust and respect

11. 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.”

12. Scope of thinking
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)

13. Scope of thinking;
what does the job need?
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

14. Assessing successor candidates
I look for absence of desired characteristics such as:
Proactivity
Efficiency Orientation
Positive Regard
Influence/ Concern with Impact
Objectivity
Intelligence
Interpersonal awareness (EI)
Communication skill
Accurate self-assessment
Leadership

15. The successful candidate already demonstrates the
characteristics needed in the next job.
He/she may not have the experience or specific knowledge.

16. Assessing successor candidates
Examples of NEGATIVE indicators:
Lack of ego strength/ high anxiety
Poor self-awareness
Low stress tolerance
Arrogance/defensiveness
Lack of self-control or composure
Inclination to blame or be a victim
Narcissism/lack of respect for others

17. Can you remedy the problem?
Coaching/Counseling
Mentoring
Teaching
Confronting

18. 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?

19. The unspoken question
What do you tell the person who does not get the job?

20. 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.

21. 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?

22. Happy Hunting!
Want some help in assessing
talent or planning
development?
Duane Lakin, Ph.D.
Consulting Psychologist
www.lakinassociates.com
630-871-2996 (Wheaton, IL)
drlakin@lakinassociates.com