If I Was Running A Company…Succession

The workplace has change through the years.  From a lifetime guarantee at the workplace, then to a 10 year plan, and now to a year-to-year plan; the workplace is turning over everyday for better or worse, which means employees change.  This brings up what every company needs: a succession plan.

You got your protocol on succession planning: hire employees, then develop your employees, then the execution, which  leads to the result and decision.  Between that, there will be variables the manager has to deal.

Let’s get real;  the hiring portion of the job is the easiest part of the process.  However, when work begins, the manager has to deal with two people: the people who exceed beyond their resume and the people who do not live up to their resume.  The manager has to see who can work independently and who needs guidance.  The employees have to agree to their roles and if they don’t, then we have a mess in the department.  It’s up to the manager to form a department into a well-oiled machine.  The result will come on how the department performs, which is influence by the manager.  This leads to the main point of the post.

It’s a simple equation: if your department does well, the manager will take most of the credit, but if the department falters, the manager will get most of the blame.  Either way, there’s going to be an end since the current workplace has intervals.  It’s also simple that if the department fails to do the job, most likely everyone is on the chopping block and change is likely to happen.  If the department is successful, everyone will get rewarded and get notoriety, but what if the manager quits for a better opportunity.  What does the organization do?

There are several factors in play to look for manager:

  1. Has the manager taught enough of their department of the knowledge and wisdom within the organization/industry?
  2. Did the employees learn from their manager?
  3. Do any of the employees want to be in a managerial and leadership role?
  4. Is the manager leaving in a transition or for a better opportunity?
  5. Are the employees loyal to the company or to the manager?

Organizations have to think about this and decide if they want to hire within or go to a totally different direction.  In this case, the organization needs to have an open mind of what is best out there.  Sure, the employees know the system and the organization, but can it be better and most importantly, can the potential manager adapt to a new culture? Organizations must be one hundred percent sure that the current employees are not only leaders and managers, but can adapt to the current situation they’re in.

Basically, it is up to the manager to shape up the future of the organization.  The manager can setup their department to succeed now, where everyone is happy in the current state, or succeed in the future where the manager not only share their insight and trends of the organization, but the intangibles that can never be taught.  When the manager is gone, it is up to the employee who needs to step up and if they’re willing to take that role and adapt.  Simply put, does your employees have the onions to take it to the next level?

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  • I agree with you the landscape of the employment world is changing rapidly. I was watching The Rocker last night and loved the scene where he applies for a “real job” and let’s the hiring manager “I’m looking for a job I can work at until i die!”

    While hearing an earnest repetition of that statement might be every hiring manager’s dream, such attitudes are going the way of the dodo.

    So since turnover rates are increasing companies will have to adapt and figure out how to quickly find new managers when old ones fly the coup.

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