Employment Services
Who can fill your shoes?
How to develop a successful succession plan
By Marcia Passos Duffy
Smart Business St. Louis | April 2008
Carrie Muehlemann
Branch manager, The Creative Group
Robert Half International
If you have an executive or senior management role, chances are you haven’t given
much thought to what would happen if you suddenly had to step down from your
position. Would relationships with clients
continue on a good note? Would projects
continue to run without a hitch? If you can’t
answer an unequivocal “yes” to these questions, you are not alone.
According to a recent survey, nearly four
out of 10 (39 percent) of advertising and marketing executives feel uncertain that someone in their company could fill their shoes if
they had to leave. The national poll, developed by The Creative Group, a division of
Robert Half International (RHI), included 250
responses from advertising and senior marketing executives from the top 1,000 largest
firms in the United States.
“While the majority of ad and marketing
executives in our poll reported having a succession plan in place, what is troublesome
is that many still do not,” says Carrie
Muehlemann, branch manager of The
Creative Group in St. Louis. “By taking proactive steps, a manager's departure becomes a
workable issue rather than an imminent crisis. You need a plan so that someone can step
into a role without massive panic.”
Smart Business spoke with Muehlemann
about the importance of creating a succession plan, and how to develop one.
What are the benefits of creating a succession program for not only advertising and
marketing firms, but all companies?
Succession planning lays the groundwork
for a smooth transition when a manager
moves on, or in the event he or she leaves
unexpectedly. It is not only good ‘disaster
prevention’ in case of an employee’s sudden
departure, but it is good for everyday occur-rences, such as vacation or sick leave. A succession plan helps employees feel secure that
there is a plan in place for the business to run
as usual, even if key personnel are missing
either temporarily or permanently.
What are some common reasons companies
don’t create succession programs?
Many managers are simply caught up in the
present — dealing with daily activities, putting out office fires — and have trouble making time to plan for the future. Plus, the idea
of creating such a plan can be daunting; who
really wants to think about and create a plan
to replace themselves? A better way to think
about succession planning is to look at it not
only as a plan of replacement if something
happens to the manager, but as a succession
plan for when employees are promoted.
What do managers stand to gain from succession planning?
For managers, having a trusted replacement to cover for them while they’re away
from the office can relieve some day-to-day
stress. It certainly diminishes the pressure
of what to do during vacations or any leave
of absence they may need to take.
Managers can rest assured that things will
be under control and handled, and work
will not be piled up when they return. They
also may feel better about accepting a new
role —either within or outside the organization — if there is someone ready to fill
their shoes.
In addition, a succession plan helps instill
loyalty among employees who are groomed for the next step, as well as the managers
who are grooming them.
What qualities should managers look for in
potential succession candidates?
Strengths executives may look for in succession candidates are strong leadership
skills, communication skills, strategic thinking, commitment to the company and the initiative to execute change. One thing to keep
in mind is that a successor may not necessarily be the next in line for that position. It
should be an employee who shows leadership abilities, is able to make good decisions,
and is ready to take the next step on the
career ladder. But that person — once identified — needs to be moved up to second in
command in order to avoid resentment
among co-workers. The successor should
preferably be someone within the company
(as opposed to recruiting new staff) since
promoting from within breeds loyalty.
Succession also flows more seamlessly from
within the company since the employee
already understands the corporate culture.
How can managers help candidates grow
into leadership roles?
Once a successor is identified, managers
need to let that person know immediately.
This not only reinforces to the employee
that he or she is on an upward career track,
but it also offers the chance for the person
to decline, if he or she so chooses. Managers
may want to include protégés in strategy
meetings and discussions to help them
acquire planning and leadership skills, as
well as a broad vision of the company and
its goals. The successor should start to gain
ongoing knowledge of the role for the day
he or she may need to jump right in.
Managers should also provide regular feedback, plus offer perks or incentives to keep
these future leaders engaged and committed to their career paths and the company. A
trial run, which can occur during the manager’s vacation, is a good way to assess if the
successor is ready for the job.
CARRIE MUEHLEMANN is branch manager of The Creative Group in St. Louis. Reach her at Carrie.muehlemann@rhi.com or (314)
621-8367. The Creative Group (www.creativegroup.com), a division of Robert Half International, is a specialized staffing service providing marketing, advertising, creative and Web professionals on a project basis.
