Leadership Leadership Development, Development,

Succession, and the Succession, and the FutureFuture

Development through Self-Development through Self-Awareness and Self-Awareness and Self-

DisciplineDiscipline Leadership development is often perceived Leadership development is often perceived

in terms of education and training, job in terms of education and training, job experience, and coachingexperience, and coaching

Nevertheless, self-help also contributes Nevertheless, self-help also contributes heavily to developing leadership qualitiesheavily to developing leadership qualities

Self-help takes many forms, including Self-help takes many forms, including working on one’s own to improve working on one’s own to improve communication skills, to develop charisma, communication skills, to develop charisma, and to model the behaviour of effective and to model the behaviour of effective leadersleaders

2 major components of leadership self-2 major components of leadership self-development are:development are: Self-awareness; andSelf-awareness; and Self-disciplineSelf-discipline

Leadership Development Leadership Development Through Self-AwarenessThrough Self-Awareness

An important mechanism underlying self-development is An important mechanism underlying self-development is self-awareness, insightfully processing feedback about self-awareness, insightfully processing feedback about oneself to improve one’s effectivenessoneself to improve one’s effectiveness

According to 2 specialists in leadership assessment, many According to 2 specialists in leadership assessment, many big mistakes in careers and organisations result from gaps big mistakes in careers and organisations result from gaps in self-awarenessin self-awareness

Chris Argyris has coined the terms single-loop learning and Chris Argyris has coined the terms single-loop learning and double-loop learning to differentiate between levels of self-double-loop learning to differentiate between levels of self-awarenessawareness

Single-loop learning occurs when learners seek minimum Single-loop learning occurs when learners seek minimum feedback that might substantially confront their basic ideas feedback that might substantially confront their basic ideas or actionsor actions

Single-loop learners engage in defensive thinking and tend Single-loop learners engage in defensive thinking and tend not to act on the clues they receivenot to act on the clues they receive

Double-loop learning is an in-depth type of learning that Double-loop learning is an in-depth type of learning that occurs when people use feedback to confront the validity of occurs when people use feedback to confront the validity of the goal or the values implicit in the situationthe goal or the values implicit in the situation

To achieve double-loop learning, one must minimise To achieve double-loop learning, one must minimise defensive thinkingdefensive thinking

Leadership Development Leadership Development Through Self-AwarenessThrough Self-Awareness

An important contribution of double-loop An important contribution of double-loop learning is that it enables the leader to learn learning is that it enables the leader to learn and profit from setbacksand profit from setbacks

Interpreting the reason that a setback occurred Interpreting the reason that a setback occurred may help the leader to do better the next timemay help the leader to do better the next time

Faced with a group in crisis, a leader might Faced with a group in crisis, a leader might establish a vision of better days ahead for group establish a vision of better days ahead for group membersmembers

The leader observes that the vision leads to no The leader observes that the vision leads to no observable changes in performance and observable changes in performance and behaviour as perhaps the group was not ready behaviour as perhaps the group was not ready for a visionfor a vision

In a comparable situation in the future, the In a comparable situation in the future, the leader might hold back on formulating a vision leader might hold back on formulating a vision until the group is headed out of the crisisuntil the group is headed out of the crisis

Leadership Development Leadership Development Through Self-DisciplineThrough Self-Discipline

As with other types of personal development, As with other types of personal development, leadership development requires considerable self-leadership development requires considerable self-disciplinediscipline

In this context, self-discipline is mobilising one’s In this context, self-discipline is mobilising one’s effort and energy to stay focused on attaining an effort and energy to stay focused on attaining an important goalimportant goal

Self-discipline is required for most forms of Self-discipline is required for most forms of leadership developmentleadership development

Self-discipline is particularly necessary because the Self-discipline is particularly necessary because the pressure of everyday activities often divert a person’s pressure of everyday activities often divert a person’s attention from personal developmentattention from personal development

Self-discipline plays an important role in the Self-discipline plays an important role in the continuous monitoring of one’s behaviour to ensure continuous monitoring of one’s behaviour to ensure that needed self-development occursthat needed self-development occurs

After one identifies a developmental need, it is After one identifies a developmental need, it is necessary to periodically review whether one is necessary to periodically review whether one is making the necessary improvementsmaking the necessary improvements

Development Through Development Through Education, Experience, and Education, Experience, and

MentoringMentoring

EducationEducation Education generally refers to acquiring knowledge without Education generally refers to acquiring knowledge without

concern about its immediate applicationconcern about its immediate application Formal education is positively correlated with achieving Formal education is positively correlated with achieving

managerial and leadership positionsmanagerial and leadership positions Furthermore, there is a positive relationship between the amount Furthermore, there is a positive relationship between the amount

of formal education and the level of leadership position attainedof formal education and the level of leadership position attained The correlation between education and leadership status, The correlation between education and leadership status,

however, may not reflect causationhowever, may not reflect causation Many people get the opportunity to hold a business leadership Many people get the opportunity to hold a business leadership

position only if they have achieved a specified level of educationposition only if they have achieved a specified level of education A more important issue is how education contributes to A more important issue is how education contributes to

leadership effectivenessleadership effectiveness Most high-level leaders are intelligent, well-informed people who Most high-level leaders are intelligent, well-informed people who

gather knowledge throughout their careergather knowledge throughout their career The knowledge that accrues from formal education and self-study The knowledge that accrues from formal education and self-study

provides them with information about innovative problem solvingprovides them with information about innovative problem solving Being intellectually alert also helps them exert influence through Being intellectually alert also helps them exert influence through

logical persuasionlogical persuasion

Experience Experience

Challenging ExperiencesChallenging Experiences The best experiences for leadership development are The best experiences for leadership development are

those that realistically challenge the managerthose that realistically challenge the manager The goal of leadership development is to provide The goal of leadership development is to provide

meaningful development opportunities, not to push meaningful development opportunities, not to push managers to the point where they are most likely to failmanagers to the point where they are most likely to fail

An example of a stretch experience for many managers An example of a stretch experience for many managers would be to be placed in charge of an organisational unit would be to be placed in charge of an organisational unit with low productivity and morale; the manager would with low productivity and morale; the manager would need to apply many leadership skills to improve the need to apply many leadership skills to improve the situationsituation

Failure is a special type of challenging experience that Failure is a special type of challenging experience that contributes enormously to reaching one’s leadership contributes enormously to reaching one’s leadership potential; a reason is that people who have never failed potential; a reason is that people who have never failed have avoided taking big riskshave avoided taking big risks

An effective way of capitalising on failure is to reflect on An effective way of capitalising on failure is to reflect on what you might do differently in the futurewhat you might do differently in the future

An important part of capitalising on challenging An important part of capitalising on challenging experiences is for the leader or manager to be given experiences is for the leader or manager to be given leeway in choosing how to resolve the problemleeway in choosing how to resolve the problem

Sources of ExperienceSources of Experience The 2 major developmental factors in any work The 2 major developmental factors in any work

situation are work associates and the task itselfsituation are work associates and the task itself Work associates can help a person develop in myriad Work associates can help a person develop in myriad

waysways An immediate superior can be a positive or negative An immediate superior can be a positive or negative

model of effective leadershipmodel of effective leadership Members of upper management, peers, and reporting Members of upper management, peers, and reporting

staff can also help a worker profit from experiencestaff can also help a worker profit from experience Work-related tasks can also contribute to leadership Work-related tasks can also contribute to leadership

development because part of a leader’s role is to be development because part of a leader’s role is to be an effective and innovative problem solveran effective and innovative problem solver

The tasks that do most to foster development are The tasks that do most to foster development are those that are more complex and ambiguous than a those that are more complex and ambiguous than a person has faced previouslyperson has faced previously

Broad ExperienceBroad Experience A sound approach to improving leadership A sound approach to improving leadership

effectiveness is to gain managerial experience in effectiveness is to gain managerial experience in different settingsdifferent settings

Multifunctional managerial development is an Multifunctional managerial development is an organisation’s intentional efforts to enhance the organisation’s intentional efforts to enhance the effectiveness of managers by giving them experience effectiveness of managers by giving them experience in multiple functions within the organisationin multiple functions within the organisation

Participation in multifunctional task forces indicates Participation in multifunctional task forces indicates more commitment to the acquisition of breadthmore commitment to the acquisition of breadth

The highest level of commitment is complete mobility The highest level of commitment is complete mobility across functionsacross functions

A growing practice is to assign managers to cross-A growing practice is to assign managers to cross-functional teams to give them experience in working functional teams to give them experience in working with other disciplineswith other disciplines

Achieving broad experience fits well with the current Achieving broad experience fits well with the current emphasis on growth through learning new skills emphasis on growth through learning new skills rather than a preoccupation with vertical mobility rather than a preoccupation with vertical mobility

Pivotal Life ExperiencesPivotal Life Experiences

Another perspective on how Another perspective on how experience contributes to leadership experience contributes to leadership effectiveness is that certain pivotal effectiveness is that certain pivotal events – often occurring early in life – events – often occurring early in life – help people recognise a capacity to help people recognise a capacity to make things happen and gain the make things happen and gain the support of otherssupport of others

The pivotal experience might be an The pivotal experience might be an event or a relationship, sad or joyous, event or a relationship, sad or joyous, but it is always a powerful process of but it is always a powerful process of learning and adaptationlearning and adaptation

Mentoring Mentoring

Another experience-based way to develop Another experience-based way to develop leadership capability is to be coached by an leadership capability is to be coached by an experienced, knowledgeable leaderexperienced, knowledgeable leader

Quite often this person is a mentor, a more Quite often this person is a mentor, a more experienced person who develops a experienced person who develops a protégé’s abilities through tutoring, protégé’s abilities through tutoring, coaching, guidance, and emotional supportcoaching, guidance, and emotional support

The mentor is typically a person’s managerThe mentor is typically a person’s manager However, a mentor can also be a staff However, a mentor can also be a staff

professional or coworkerprofessional or coworker An emotional tie exists between the An emotional tie exists between the

protégé and the mentorprotégé and the mentor

Leadership Development Leadership Development ProgramsPrograms

A time-honoured strategy for developing A time-honoured strategy for developing prospective, new, and practicing leaders is prospective, new, and practicing leaders is to enroll them in leadership development to enroll them in leadership development programsprograms

These programs typically focus on such These programs typically focus on such topics as personal growth, strategy topics as personal growth, strategy formulation, influence, motivation, formulation, influence, motivation, persuasive communication, and diversity persuasive communication, and diversity managementmanagement

The leadership development program has The leadership development program has to be appropriately sponsored, carefully to be appropriately sponsored, carefully designed, and professionally executeddesigned, and professionally executed

Types of Types of Leadership Leadership

Development Development ProgramsPrograms

Feedback-Intensive Feedback-Intensive ProgramsPrograms

A feedback-intensive program helps leaders develop by seeing more A feedback-intensive program helps leaders develop by seeing more clearly their patterns of behaviours, the reasons for such clearly their patterns of behaviours, the reasons for such behaviours, and the impact of these behaviours and attitudes on behaviours, and the impact of these behaviours and attitudes on their effectivenesstheir effectiveness

These programs combine and balance 3 key elements of a These programs combine and balance 3 key elements of a developmental experience: assessment, challenge, and supportdevelopmental experience: assessment, challenge, and support

Assessment and feedback are almost constant, immersing Assessment and feedback are almost constant, immersing participants in rich data about themselves and how they interact participants in rich data about themselves and how they interact with otherswith others

The amount and intensity of the feedback create intense challengesThe amount and intensity of the feedback create intense challenges Among them is the need to look inward, the discomfort of being Among them is the need to look inward, the discomfort of being

observed and rated while engaging in such tasks as group problem observed and rated while engaging in such tasks as group problem solving, and encounters with new ideassolving, and encounters with new ideas

To help participants cope with these challenges, the program To help participants cope with these challenges, the program provides intensive support from both the program staff and other provides intensive support from both the program staff and other participantsparticipants

Feedback in the program comes from many sources, including Feedback in the program comes from many sources, including interviews with the participant’s boss, personality tests, leadership interviews with the participant’s boss, personality tests, leadership tests, and video tapingstests, and video tapings

Ratings by others, including 360-degree surveys, are includedRatings by others, including 360-degree surveys, are included Combined with an explanation of the findings, the feedback often Combined with an explanation of the findings, the feedback often

results in behaviour changeresults in behaviour change

Skill-Based ProgramsSkill-Based Programs Skill training in leadership development involves acquiring Skill training in leadership development involves acquiring

abilities and techniques that can be converted into actionabilities and techniques that can be converted into action In skill-based training, the emphasis is on learning how to apply In skill-based training, the emphasis is on learning how to apply

knowledgeknowledge 5 different methods are often used: lecture, case study, role 5 different methods are often used: lecture, case study, role

play, behavioural role modelling, and simulationsplay, behavioural role modelling, and simulations Behavioural role modelling is an extension of role playing and is Behavioural role modelling is an extension of role playing and is

based on a social learning theory; you first observe a model of based on a social learning theory; you first observe a model of appropriate behaviour, and then you role-play the behaviour appropriate behaviour, and then you role-play the behaviour and gather feedbackand gather feedback

Simulations give participants the opportunity to work on a Simulations give participants the opportunity to work on a problem that simulates a real organisationproblem that simulates a real organisation

In a typical simulation participants receive a hard copy or In a typical simulation participants receive a hard copy or computerised packet of information about a fictitious company, computerised packet of information about a fictitious company, including any problems being faced by the organisationincluding any problems being faced by the organisation

Participants then play the roles of company leaders and devise Participants then play the roles of company leaders and devise solutions to the problemssolutions to the problems

During the debriefing, participants receive feedback on the During the debriefing, participants receive feedback on the content of their solutions to problems and the methods they content of their solutions to problems and the methods they usedused

Conceptual Knowledge Conceptual Knowledge ProgramsPrograms

A standard university approach to A standard university approach to leadership development is to equip leadership development is to equip people with a conceptual understanding people with a conceptual understanding of leadershipof leadership

The concepts are typically supplemented The concepts are typically supplemented by experiential activities such as role by experiential activities such as role playing and casesplaying and cases

Conceptual knowledge is very important Conceptual knowledge is very important because it alerts the leader to because it alerts the leader to information that will make a difference information that will make a difference in leadershipin leadership

Personal Growth Personal Growth ProgramsPrograms

Leadership development programs Leadership development programs that focus on personal growth assume that focus on personal growth assume that leaders are deeply in touch with that leaders are deeply in touch with their personal dreams and talents and their personal dreams and talents and that they will act to fulfull themthat they will act to fulfull them

A tacit assumption in personal-growth A tacit assumption in personal-growth training programs is that leadership training programs is that leadership is almost a callingis almost a calling

Socialisation ProgramsSocialisation Programs

An essential type of leadership An essential type of leadership development program emphasises development program emphasises becoming socialised – becoming becoming socialised – becoming acclimated to the company and accepting acclimated to the company and accepting its vision and valuesits vision and values

Senior executives make presentations in Senior executives make presentations in these programs because they serve as these programs because they serve as role models who thoroughly understand role models who thoroughly understand the vision and values participants are the vision and values participants are expected to perpetuateexpected to perpetuate

Action Learning Action Learning ProgramsPrograms

A directly practical approach to A directly practical approach to leadership development is for leaders leadership development is for leaders and potential leaders to work together in and potential leaders to work together in groups to solve organisational problems groups to solve organisational problems outside their usual sphere of influenceoutside their usual sphere of influence

Much of the development relates to Much of the development relates to problem solving and creativity, yet problem solving and creativity, yet collaborating with a new set of people collaborating with a new set of people from your firm can also enhance from your firm can also enhance interpersonal skillsinterpersonal skills

Coaching and Coaching and PsychotherapyPsychotherapy

Executive coaching is clearly a form of leadership Executive coaching is clearly a form of leadership development because the managers coached development because the managers coached receive advice and encouragement in relation to receive advice and encouragement in relation to their leadership skillstheir leadership skills

Another highly personal way of enhancing Another highly personal way of enhancing leadership effectiveness is to undergo treatment leadership effectiveness is to undergo treatment for emotional problems that could be blocking for emotional problems that could be blocking leadership effectivenessleadership effectiveness

In general, leaders who score low on the In general, leaders who score low on the personality dimension of emotional stability might personality dimension of emotional stability might become more effective in their interpersonal become more effective in their interpersonal relationships with the benefit of psychotherapyrelationships with the benefit of psychotherapy

Leadership SuccessionLeadership Succession In a well-managed organisation, replacements for executives who In a well-managed organisation, replacements for executives who

quit, retire, or are dismissed are chosen through leadership quit, retire, or are dismissed are chosen through leadership succession, an orderly process of identifying and grooming people to succession, an orderly process of identifying and grooming people to replace managersreplace managers

Succession planning is linked to leadership development in 2 Succession planning is linked to leadership development in 2 important ways:important ways: Being groomed as a successor is part of leadership development;Being groomed as a successor is part of leadership development; The process of choosing and fostering a successor is part of a manager’s The process of choosing and fostering a successor is part of a manager’s

own developmentown development Succession planning is vital to the long-term health of an Succession planning is vital to the long-term health of an

organisation, and therefore an important responsibility of senior organisation, and therefore an important responsibility of senior leadershipleadership

Companies lacking succession plans are fragile enterprises; they Companies lacking succession plans are fragile enterprises; they lose the intellectual capital that goes with the people that have left lose the intellectual capital that goes with the people that have left in addition to losing traction, momentum, productivity, morale and in addition to losing traction, momentum, productivity, morale and customer servicecustomer service

The approach to understanding leadership succession focuses on 4 The approach to understanding leadership succession focuses on 4 topics:topics: How the board chooses a new chief officer;How the board chooses a new chief officer; Succession planning at GE;Succession planning at GE; The emotional aspects of leadership succession; andThe emotional aspects of leadership succession; and Developing a pool of successorsDeveloping a pool of successors

How the Board Chooses a How the Board Chooses a SuccessorSuccessor

A major responsibility of the board of directors is to select a A major responsibility of the board of directors is to select a successor to the chief executive, typically a CEOsuccessor to the chief executive, typically a CEO

The general approach is to follow standard principles of HR The general approach is to follow standard principles of HR selection, such as thoroughly screening candidates, selection, such as thoroughly screening candidates, including speaking to several people who have worked with including speaking to several people who have worked with the individualthe individual

Conducting a background investigation to uncover any Conducting a background investigation to uncover any possible scandalous or illegal behaviour is also importantpossible scandalous or illegal behaviour is also important

When the successor is an outsider, boards consistently use When the successor is an outsider, boards consistently use executive search firms to locate one or several candidatesexecutive search firms to locate one or several candidates

A few specifics of a representative approach to selecting an A few specifics of a representative approach to selecting an internal candidate for the top executive position are:internal candidate for the top executive position are: The information from a development program for successors The information from a development program for successors

must be carefully reviewed, including documentation of must be carefully reviewed, including documentation of performanceperformance

The board should have direct and regular contact with all the The board should have direct and regular contact with all the promising candidates, both formally and informally; board promising candidates, both formally and informally; board members should invest the time to develop a feel for the members should invest the time to develop a feel for the personal chemistry of the candidates through such means as personal chemistry of the candidates through such means as casual conversations over dinner and lunchcasual conversations over dinner and lunch

Succession Planning at Succession Planning at General ElectricGeneral Electric

GE company is often noted for its progressive and thorough GE company is often noted for its progressive and thorough management techniquesmanagement techniques

Its system for identifying and developing talent is considered Its system for identifying and developing talent is considered exemplaryexemplary

Much of this activity is linked closely to succession planningMuch of this activity is linked closely to succession planning Board members are closely involved in an ongoing evaluation of Board members are closely involved in an ongoing evaluation of

the company’s 130 highest-ranking managersthe company’s 130 highest-ranking managers Twice a year, directors scrutinize about 15 of these peopleTwice a year, directors scrutinize about 15 of these people The information they use comes from lengthy interviews with the The information they use comes from lengthy interviews with the

managers, their managers, former associates, and group managers, their managers, former associates, and group membersmembers

Directors investigate the managers’ strengths and weaknesses, Directors investigate the managers’ strengths and weaknesses, make suggestions for leadership development, and discuss future make suggestions for leadership development, and discuss future assignmentsassignments

Key advantages of the GE system are that it is based on multiple Key advantages of the GE system are that it is based on multiple opinions and that it tracks longitudinal performanceopinions and that it tracks longitudinal performance

Yet the system may be replete with political biasesYet the system may be replete with political biases The board members, for example, are not exempt from giving The board members, for example, are not exempt from giving

high ratings to the people they like the best or to people who high ratings to the people they like the best or to people who have personal characteristics similar to theirs have personal characteristics similar to theirs

The Emotional Aspects of The Emotional Aspects of Leadership SuccessionLeadership Succession

Leadership succession shouldn’t be regarded as a Leadership succession shouldn’t be regarded as a detached, objective management processdetached, objective management process

Even financially independent executives are likely to Even financially independent executives are likely to experience an emotional loss when they are replaced; they experience an emotional loss when they are replaced; they might yearn for the power and position they once possessedmight yearn for the power and position they once possessed

Leadership succession in family-owned firms is a highly Leadership succession in family-owned firms is a highly emotional process for many reasons:emotional process for many reasons: Family members may fight over who is best qualified to take Family members may fight over who is best qualified to take

the helm, or the owner and founder may not feel any family the helm, or the owner and founder may not feel any family member is qualifiedmember is qualified

An intensely emotional situation exists when the owner would An intensely emotional situation exists when the owner would like a family member to succeed him or her, yet no family like a family member to succeed him or her, yet no family member is willingmember is willing

The emotional aspects of leadership succession are also The emotional aspects of leadership succession are also evident when a business founder is replaced with another evident when a business founder is replaced with another leader, whether or not the enterprise is a family businessleader, whether or not the enterprise is a family business

The entrepreneurial leader is typically emotionally involved The entrepreneurial leader is typically emotionally involved in the firm he or she has founded and finds it difficult to in the firm he or she has founded and finds it difficult to look on while somebody else operates the firmlook on while somebody else operates the firm

Developing a Pool of Developing a Pool of SuccessorsSuccessors

The steps involved in developing a pool of successors (or The steps involved in developing a pool of successors (or succession management) are as follows:succession management) are as follows: Evaluate the extent of an organisation’s pending leadership shortage;Evaluate the extent of an organisation’s pending leadership shortage; Identify needed executive competencies based on the firm’s future Identify needed executive competencies based on the firm’s future

business needs, values, and strategiesbusiness needs, values, and strategies Identify high-potential individuals for possible inclusion in the pool, Identify high-potential individuals for possible inclusion in the pool,

and assess these individuals to identify strengths and developmental and assess these individuals to identify strengths and developmental needs to determine who will stay in the high-potential poolneeds to determine who will stay in the high-potential pool

Establish an individually tailored development program for each Establish an individually tailored development program for each high-potential candidate that includes leadership development high-potential candidate that includes leadership development programs, job rotation, special assignments, and mentoringprograms, job rotation, special assignments, and mentoring

Select and place people into senior jobs based on their performance, Select and place people into senior jobs based on their performance, experience, and potentialexperience, and potential

Continuously monitor the program and give it top management Continuously monitor the program and give it top management supportsupport

Developing a pool of candidates, therefore, combines evaluating Developing a pool of candidates, therefore, combines evaluating potential with giving high-potential individuals the right type of potential with giving high-potential individuals the right type of developmental experiences developmental experiences

To the extent that these procedures are implemented, a To the extent that these procedures are implemented, a leadership shortage in a given firm is less likely to take placeleadership shortage in a given firm is less likely to take place

Developing a Pool of Developing a Pool of SuccessorsSuccessors

Another approach to developing a pool of successors is Another approach to developing a pool of successors is using the leadership pipeline, a model of leadership using the leadership pipeline, a model of leadership development that tightly links leadership development with development that tightly links leadership development with management responsibilities at each level of the management responsibilities at each level of the organisationorganisation

It has 6 levels, each with unique management challenges:It has 6 levels, each with unique management challenges: Managing individual contributors;Managing individual contributors; Managing managers;Managing managers; Being a functional manager;Being a functional manager; Being a business manager;Being a business manager; Being a group manager; andBeing a group manager; and Being an enterprise managerBeing an enterprise manager

The model applies primarily to a large, hierarchical The model applies primarily to a large, hierarchical organisation but can be adapted to fewer levelsorganisation but can be adapted to fewer levels

The leadership pipeline feeds succession because managers The leadership pipeline feeds succession because managers are prepared to be leaders at most levelsare prepared to be leaders at most levels

Each level requires the manager to develop skills, invest Each level requires the manager to develop skills, invest time in the most appropriate activities, and adjust values to time in the most appropriate activities, and adjust values to perform successfullyperform successfully

Developing a Pool of Developing a Pool of SuccessorsSuccessors

A recent analysis suggests that large, family-owned businesses A recent analysis suggests that large, family-owned businesses often have an edge in leadership successionoften have an edge in leadership succession

The reason is that potential leaders have the benefit of years of The reason is that potential leaders have the benefit of years of experience under the watchful eyes of their elders; successors experience under the watchful eyes of their elders; successors are identified early and provided with all of the choice are identified early and provided with all of the choice assignments and mentoring they needassignments and mentoring they need

A concern expressed about most methods of succession A concern expressed about most methods of succession planning is that minority group members are often overlooked; planning is that minority group members are often overlooked; people whose personality type differs from those in power might people whose personality type differs from those in power might also be overlookedalso be overlooked

The problem often arises because people nominated for key The problem often arises because people nominated for key leadership positions are often those who have performed well in leadership positions are often those who have performed well in the best opportunities and assignmentsthe best opportunities and assignments

According to the Mini-Me syndrome, executives feel more According to the Mini-Me syndrome, executives feel more comfortable when critical organisational roles are given to comfortable when critical organisational roles are given to people similar to the incumbentpeople similar to the incumbent

When top management is sensitive to the need for more When top management is sensitive to the need for more diversity in choosing successors, the problem is on the way diversity in choosing successors, the problem is on the way toward resolutiontoward resolution