Succession Successsm requires capable, competent people who are ready, willing, and able to lead the organization without the CEO or the owner in the mix. What company, public – private – family owned, has that kind of talent available at a moment’s notice?
Very, very few. The truth is, most of us are average; and we will do the best we can with what we’ve got to work with. Most companies have very shallow talent pools; and the pressures to get somebody in the job are so great that getting the right people doing the right things the right way the right number of times seems almost impossible.
The answer? Recruit and retain superior people. The first step in that process is recognizing and admitting the difference between HIRING and RECRUITING. Most of decide we have an opening, use some technique to generate applications, conduct interviews, make an offer, and then cross our fingers in hopes that the magic works.
To improve the likelihood of success, try this approach instead.
- Spend some time identifying the roles and responsibilities of the person you want to bring into the business.
- Identify the characteristics of the person you want.
- Network and advertise the opportunity. Talk with friends about why you’re looking and what kinds of character and experience you want.
- Design an interview process that identifies the culture matches in your applicant pool.
- Interview at least twice. Even better, interview three times before you make an offer.
- Use a “quick launch” onboarding system to get the new employee acclimated and productive within 30 days.
- Coach to each person’s strengths and weaknesses.
Now you’re ready to begin adding value to your organization by developing business and succession plans.
