Developing Leaders from Within

Whether you are a Board Chair or Lead Director who understands the high cost and loss of focus from hiring an outside CEO or a Chief Executive who is currently grooming the next generation, please read this, the first edition of The Halpinion. * Halpinion is a word originally coined by Dr. Pierre Tariot of the Banner Alzheimer's Institute in Phoenix to label 'Katharine's opinion about something important'. Thus, the name for my new email newsletter.

In McKinesy's global survey of over 10,000 executives in 2006, business leaders said the single most important managerial preoccupation for the rest of this decade is finding and retaining talented people at all levels for their organizations.

I do not want you to be preoccupied! If you want to drive a thoughtful strategic succession planning process based on developing leaders from within, these are the kinds of questions you could consider asking of yourself and your current leadership team:

1. Is there alignment around a common vision and do we all speak with one voice? How could this be validated and tested? If you feel that there is an opportunity to improve in this area, see my white paper.

2. Do you see discipline and structure around both planning and execution such that accountability and results are almost routine and predictable? My experience working with CEOs tells me that discipline and structure are the foundation that management uses to drive results for themselves, their people and their organization. With discipline and structure we have consistency and transparency in decision making and our decisions are typically based on the facts, rather than relationships, egos, or limited perspectives.

3. Are there systems and processes in place and are they properly staffed and resourced such that the infrastructure of your organization is like a well-oiled machine that provides for long term, sustainable growth? I believe that the infrastructure of an organization, while not very exciting, is the key to long-term, sustainable, strategic growth. Think of your organization being like a vehicle. Whether it is a Volkswagen Bug or a Hummer, it cannot function without wheels. The infrastructure of an organization is like the wheels that drive a vehicle. Without proper wheels, the vehicle cannot drive growth and, most importantly, cannot drive long-term value.

Reflection

If you can sit with a blank legal pad and ask yourself these questions, you will be better prepared to inquire with your current team of executives as to their ability to grow themselves and their people into strategic leaders. By putting this discipline, think time, in place for yourself, you will naturally and intuitively ask the right questions of the right people at the right time. Over time, the next generation of leaders and your succession plan will become apparent to all.