Industrial and Commercial Training Magazine, Vol. 46 NO. 1 2014 - Pages 39-41
Succeeding a strong long-standing leader: is there a right approach?
Abstract Purpose – The purpose of this article is to cover a subject which the author believes is very topical and of interest to both those in leadership roles and those in the HR profession.
Design/methodology/approach – The author shares his experiences on this topic and speaks to others who have found themselves in a situation of succeeding a strong well established leader.
Findings – The author's findings clearly show that there is no right or wrong answer to this question. As mentioned in the article there are a number of options to consider and the new leader will have to assess their strategy based on the circumstances in which they find themselves.
Originality/value – The article is on a topic which should be of great interest to both those in leadership roles and HR practionners. The theme of succession planning is one which all organisations are highly aware of and if done correctly can be of supreme importance to the on-going performance of any organisation.
One of my favourite quotes from Oscar Wilde is – “be yourself everyone else is taken”. I believe this quote is very relevant to the theme of this article as I will be emphasising the importance of being your own person and not try to be someone you are not.
In my experience one of the most challenging tasks is to be the successor of someone who has been in that role for many years and enjoyed many successes. Often such people have “stamped” their own personality on the role and built a team of loyal dedicated staff around them. In addition they have probably established excellent relationships with suppliers, dealers and customers. It is no wonder that those who are the successors of such individuals are in a dilemma.
On the one hand there must be a temptation to immediately make changes to assert your authority making it clear you are “your own person”. Of course you are then open to criticism for making changes without fully understanding the background or indeed the current situation.
However there could be the realisation that why change a winning team and leave things as they are. Then start to make changes on an incremental basis once you have had time to assess the situation. Therefore the incumbent could find themselves “between the devil and the deep blue sea“ being open to criticism which ever option they decide to take.
From a soccer analogy point-of-view it will be interesting to see the stance that David Moyes will follow as he takes over from Sir Alex Ferguson at Manchester United. It is well documented the impact that Fergie has had at the club and his achievements may never be rivalled. When such a strong personality finally retires the decisions of his/her successor will be very much under scrutiny. There have no doubt been examples of when a strong leader steps down then they have cast such a big shadow, it makes it very difficult for others to emerge from within the club/organisation.
However there could well be a case for replacing a strong leader with a temporary/short term appointment which allows a breathing space between the previous incumbent and the appointment of their successor. I believe this is common place in a number of sectors, e.g. education when trying to find a new Head teacher. The appointment of an interim Boss could also allow more time to both interview external candidates as well as considering internal people. This may be necessary when the need to replace a strong leader is thrust upon the Company as their departure has happened suddenly. I am sure there are merits and demerits on appointing an interim Boss but depending on the circumstances it could be a sensible approach to take.
Michael Watkin's in his book The First 90 Days (a book I highly recommend) talks about critical success strategies for new leaders at all levels. He mentions many aspects but in my experience one of the key themes is for a leader to build trust. This could be especially important as it is likely that the person they succeeded was a highly respected figure due to the time they had in the role and the relationships they had established. In order to become a trusted advisor I would select three attributes:
1. Credibility. Whilst you must demonstrate your knowledge/experience you should not pretend to know everything and be prepared to listen to the opinions of others. To show a little humility will be appreciated as people do not respond well to those with an attitude of superiority and arrogance.
2. Reliability. You will be judged to some extent of keeping your promises and not setting unrealistic targets/goals.
3. Intimacy. It will be important to get to know your team (at all levels) and show a genuine interest in them as people and to understand the contribution they make to the company.
As a new leader, especially when succeeding a strong personality who has been very successful, you should also consider the kind of legacy you will be leaving behind. Maybe you should ask yourself the question what will you be remembered for once you have left? In my experience within Panasonic (where I worked for 21 years and from 2008-2013 as Head of Global Talent) a new leader often would articulate their goals and aspirations which would be in one sense a shared purpose with their staff/team. I believe it is very motivational for all employees to understand such goals and then they would feel more inclined to strive to achieve them.
On interviewing a new leader of a company in the UK, I was told that he had found it much easier to succeed the previous incumbent as he was already working for the company. In fact he had taken an international assignment to work in the regional HQ in Germany and then came back to succeed his previous boss who was retiring. As he was already well known it meant that he found it relatively easy to re-establish relationships and was of course familiar with the culture of the company. The previous person had been MD for about seven years and was a “larger than life“ character and also very popular. His successor knew that his style of leadership would be quite different, e.g. he would listen more to others' views and opinions. He also told me:
" It is too early to make changes regarding people as I do not want to give the impression that I have pre-conceived idea – I want to see people from a different perspective before I make any decisions [he had been MD for just over two months when I spoke to him]."
Whether it is a soccer manager or business leader there is likely to be a tendency to bring with you people you have previously worked with whom you can trust from day one. I can see positive benefits for the incumbent as they can “hit the ground running“ as such people know how their previous boss works and their expectations. However there is the danger of alienating people who are already working in the club/organisation, especially if they feel there will be no opportunities for them with their new boss. Therefore one of their challenges will be to get the right balance between those they have brought into the company and those they have inherited. I have seen examples when key people with very important experiences/contacts have left the organisation when maybe they could have given the “new regime“ time to see if their “face fits“ or not.
For those who follow rugby the decision of who to play/leave out by the British Lions coach created a lot of controversy as everyone had their own opinion and will find opportunities to express them. In the recent game in Australia, the Lions won convincingly the deciding match and the coach had been proven right with his, at the time, controversial decision. Within a business context the new leader will face similar tough decisions and many of them will be around people issues. In the first instance they should get to know their new team and decide reasonably quickly whether or not they will be people they can work with and rely upon. Remember they did not originally choose these people and may not have chosen them at an interview. In addition the existing team are judging whether they will feel comfortable working with their new Boss and how their responsibility will be affected. As they say “it takes two to tango”.
There have been many articles/books written on what makes a good leader but I have tried to focus on the issues around the challenges of succeeding a strong and well established leader. As with many situations when dealing with people there are no right and wrong answers but it is necessary to look at each situation on its merits. My advice to anyone who finds themselves facing such a situation is “to be yourself“, and do not try to be someone who you think you should be. In my experience being authentic and trustworthy will stand you in good stead for the future.
'This article is © Emerald Group Publishing and permission has been granted for this version to appear here (www.emeraldinsight.com). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.'
Succeeding a strong long-standing leader: is there a right approach?
Abstract Purpose – The purpose of this article is to cover a subject which the author believes is very topical and of interest to both those in leadership roles and those in the HR profession.
Design/methodology/approach – The author shares his experiences on this topic and speaks to others who have found themselves in a situation of succeeding a strong well established leader.
Findings – The author's findings clearly show that there is no right or wrong answer to this question. As mentioned in the article there are a number of options to consider and the new leader will have to assess their strategy based on the circumstances in which they find themselves.
Originality/value – The article is on a topic which should be of great interest to both those in leadership roles and HR practionners. The theme of succession planning is one which all organisations are highly aware of and if done correctly can be of supreme importance to the on-going performance of any organisation.
One of my favourite quotes from Oscar Wilde is – “be yourself everyone else is taken”. I believe this quote is very relevant to the theme of this article as I will be emphasising the importance of being your own person and not try to be someone you are not.
In my experience one of the most challenging tasks is to be the successor of someone who has been in that role for many years and enjoyed many successes. Often such people have “stamped” their own personality on the role and built a team of loyal dedicated staff around them. In addition they have probably established excellent relationships with suppliers, dealers and customers. It is no wonder that those who are the successors of such individuals are in a dilemma.
On the one hand there must be a temptation to immediately make changes to assert your authority making it clear you are “your own person”. Of course you are then open to criticism for making changes without fully understanding the background or indeed the current situation.
However there could be the realisation that why change a winning team and leave things as they are. Then start to make changes on an incremental basis once you have had time to assess the situation. Therefore the incumbent could find themselves “between the devil and the deep blue sea“ being open to criticism which ever option they decide to take.
From a soccer analogy point-of-view it will be interesting to see the stance that David Moyes will follow as he takes over from Sir Alex Ferguson at Manchester United. It is well documented the impact that Fergie has had at the club and his achievements may never be rivalled. When such a strong personality finally retires the decisions of his/her successor will be very much under scrutiny. There have no doubt been examples of when a strong leader steps down then they have cast such a big shadow, it makes it very difficult for others to emerge from within the club/organisation.
However there could well be a case for replacing a strong leader with a temporary/short term appointment which allows a breathing space between the previous incumbent and the appointment of their successor. I believe this is common place in a number of sectors, e.g. education when trying to find a new Head teacher. The appointment of an interim Boss could also allow more time to both interview external candidates as well as considering internal people. This may be necessary when the need to replace a strong leader is thrust upon the Company as their departure has happened suddenly. I am sure there are merits and demerits on appointing an interim Boss but depending on the circumstances it could be a sensible approach to take.
Michael Watkin's in his book The First 90 Days (a book I highly recommend) talks about critical success strategies for new leaders at all levels. He mentions many aspects but in my experience one of the key themes is for a leader to build trust. This could be especially important as it is likely that the person they succeeded was a highly respected figure due to the time they had in the role and the relationships they had established. In order to become a trusted advisor I would select three attributes:
1. Credibility. Whilst you must demonstrate your knowledge/experience you should not pretend to know everything and be prepared to listen to the opinions of others. To show a little humility will be appreciated as people do not respond well to those with an attitude of superiority and arrogance.
2. Reliability. You will be judged to some extent of keeping your promises and not setting unrealistic targets/goals.
3. Intimacy. It will be important to get to know your team (at all levels) and show a genuine interest in them as people and to understand the contribution they make to the company.
As a new leader, especially when succeeding a strong personality who has been very successful, you should also consider the kind of legacy you will be leaving behind. Maybe you should ask yourself the question what will you be remembered for once you have left? In my experience within Panasonic (where I worked for 21 years and from 2008-2013 as Head of Global Talent) a new leader often would articulate their goals and aspirations which would be in one sense a shared purpose with their staff/team. I believe it is very motivational for all employees to understand such goals and then they would feel more inclined to strive to achieve them.
On interviewing a new leader of a company in the UK, I was told that he had found it much easier to succeed the previous incumbent as he was already working for the company. In fact he had taken an international assignment to work in the regional HQ in Germany and then came back to succeed his previous boss who was retiring. As he was already well known it meant that he found it relatively easy to re-establish relationships and was of course familiar with the culture of the company. The previous person had been MD for about seven years and was a “larger than life“ character and also very popular. His successor knew that his style of leadership would be quite different, e.g. he would listen more to others' views and opinions. He also told me:
" It is too early to make changes regarding people as I do not want to give the impression that I have pre-conceived idea – I want to see people from a different perspective before I make any decisions [he had been MD for just over two months when I spoke to him]."
Whether it is a soccer manager or business leader there is likely to be a tendency to bring with you people you have previously worked with whom you can trust from day one. I can see positive benefits for the incumbent as they can “hit the ground running“ as such people know how their previous boss works and their expectations. However there is the danger of alienating people who are already working in the club/organisation, especially if they feel there will be no opportunities for them with their new boss. Therefore one of their challenges will be to get the right balance between those they have brought into the company and those they have inherited. I have seen examples when key people with very important experiences/contacts have left the organisation when maybe they could have given the “new regime“ time to see if their “face fits“ or not.
For those who follow rugby the decision of who to play/leave out by the British Lions coach created a lot of controversy as everyone had their own opinion and will find opportunities to express them. In the recent game in Australia, the Lions won convincingly the deciding match and the coach had been proven right with his, at the time, controversial decision. Within a business context the new leader will face similar tough decisions and many of them will be around people issues. In the first instance they should get to know their new team and decide reasonably quickly whether or not they will be people they can work with and rely upon. Remember they did not originally choose these people and may not have chosen them at an interview. In addition the existing team are judging whether they will feel comfortable working with their new Boss and how their responsibility will be affected. As they say “it takes two to tango”.
There have been many articles/books written on what makes a good leader but I have tried to focus on the issues around the challenges of succeeding a strong and well established leader. As with many situations when dealing with people there are no right and wrong answers but it is necessary to look at each situation on its merits. My advice to anyone who finds themselves facing such a situation is “to be yourself“, and do not try to be someone who you think you should be. In my experience being authentic and trustworthy will stand you in good stead for the future.
'This article is © Emerald Group Publishing and permission has been granted for this version to appear here (www.emeraldinsight.com). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.'