Running head: SUCCESSION PLANNING 1

Succession Planning

Student

Institution
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Succession planning is the process of looking for and developing new managers or

leaders who are capable of replacing old leaders when they are no longer in a position to lead.

Most organizations do not plan for succession of leaders in advance and are often forced to hand-

pick them when the need arises. Coaching can be used as the perfect tool for succession planning

in organizations. Through coaching, a coach is capable of transforming the leadership

capabilities of an individual through professional growth while at the same time prepare them to

succeed the existing leaders once they are no longer serving (Rothwell, 2010).

Professional growth and succession planning can be achieved through executive coaching

where executives identify their desired outcomes and the estimated timeline when new leaders

are needed. Organizations need to be aware of the qualities and attributes of leaders they require

before the coaching exercise is required. Employees are the perfect candidates for succession in

any particular organization and most of the energy should be directed to them. The organization-

wide coaching plan should therefore include professional growth for employees which is a

component of succession planning (Rothwell, 2010).

As a coach, I would incorporate professional growth and succession planning in my coaching

by ensuring that I;

a) Clearly identify the goals, priorities, motivation, values and concerns that an organization

has towards transitioning. This will help me clearly understand what is expected in terms

of moving from one leadership to another. This calls for a clear understanding of the rules

that an organization has put in place for transitioning.

b) Clearly identify the goals, priorities, motivation, values and concerns that an organization

has towards succession. By understanding this, I will be able to understand the type of

leader that an organization desires and put measure in place to make sure that I deliver
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what is needed. This will major mostly on the qualifications that employees have and

figuring out who can lead (Rothwell, 2010).

My organization-wide coaching plan is going to change the name of the process from

succession planning to development. Having a plan is different from being able to develop

employees to gain the required professional experience to be successors. The plan will focus

mainly on the development process rather than just strategies. The main focus of the plan will be

to foster professional growth and create new leaders, not planning for them (Goldsmith, 2009).

The organization-wide plan will measure the outcomes and not the process. The aim of

coaching under this plan is to ensure that it lives up to its promises and not the process of doing

it. An organization therefore needs to come up with goals or objectives that are in line with

succession planning and professional growth. Results of the plan will be influential in guiding

future efforts and aspirations in relation to succession planning (Goldsmith, 2009).

The plan will also be simple and realistic. Complex assessment criteria are unnecessary in

succession planning. Employees need to understand the process of succession planning and

professional growth in simpler terms during their coaching sessions. It will therefore focus on

their mandated duties and through leadership by example from the coach. Succession planning

also needs to be realistic and considerate of the positions that employees are holding in an

organization. An employee who has proven to be a leader in sales (for example) cannot be

promised for leadership position in a different area of expertise (Goldsmith, 2009).

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References

Goldsmith, M. (2009) (4). Tips for efficient succession planning. Harvard Business Review.

Rothwell, W. (2010). Effective succession planning: Ensuring leadership continuity and

building talent from within. Amacom.