WESLEY CHAPEL, Fla. — On the surface, the term “succession planning” seems pretty clearcut: it’s a plan for finding tomorrow’s leaders to take the place of current ones running a business. But if you adopt an approach that narrow, you’re missing the larger opportunity, according to Paul Fayad, managing partner at Positive Leader LLC. Fayad addressed the topic during a presentation at the Association for Linen Management’s recent annual educational conference.
Fayad explains that succession planning is much more than simply replacing personnel.
“Succession planning is finding a replacement for everything that we do,” he says. “We have to look at our organizations, our departments, and then we look at our individuals. It’s a strategic process that has to take place, more than anything else.”
For example, years ago, as technology changed the way offices operated, early adopters of new equipment and processes found themselves in a better position than those who didn’t embrace change. It’s this kind of strategic foresight, Fayad says, that helps companies continue to succeed.
BUILDING THE RIGHT TEAM
When it comes to identifying the best possible team members, Fayad suggests a number of approaches. He says operators should do a “gap analysis” to figure out what is needed for tomorrow and what is missing today in terms of staff and their abilities.
“It’s also about changing machinery, changing the way you do things, regulations, federal regulations, [and] all of the things that take place,” he says of gap analyses.
Finding the right people can be hard, Fayad warns, if you’re not aware of the difference between behavior and personality. He explains that much of an individual’s personality is inherent and therefore cannot be modified, just like physical attributes. Behavior, on the other hand, is task-driven and can be modified. Only testing and assessments can help operators distinguish employees with the right personalities.
Monitoring development and achievement of staff members is crucial, too. Having a system in place to keep track of progress will help operators have a better sense of who potential future leaders are. And any business short on potential leaders should not be hesitant to look elsewhere for them.
“In a lot of organizations, in order to make change occur, you have to bring in new people.” Fayad says. “You don’t have a choice.”
But Fayad has a specific approach for moving toward change and also retaining good existing staff—one that does not rely on a “change or you’re gone” attitude toward personnel. Going back to phase three of essential succession planning—a concentrated effort toward hiring and talent development—he advises operators to involve current staff in ideas and plans for the future, giving them some ownership and making sure they know they’re part of the company’s plan.
Other approaches to readying staff for their future roles involve creating specific job assignments, coaching and mentoring, and having employees shadow different positions. Fayad suggests having leadership take stock of their own positions, too, since the inner workings of a role may not be so obvious to observers.
No matter which approaches you adopt, always keep in mind that succession planning has less to do with replacing certain individuals and more to do with an overall approach to handling the changes that are coming in the future, Fayad says.
“What you have to understand is that this process of succession is so much more than me retiring, or you retiring, or someone else doing something,” says Fayad. “It is the success of your organization for the future.”
Miss Part 1? You can read it HERE.
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