| A critical task in the succession planning process | | | | answer is, "It depends." |
| of any organization is identifying candidates. | | | | Recruiting from outside the organization makes |
| Traditionally, candidates have been identified based | | | | sense when a major change in corporate culture |
| on past performance. While this seems logical, it is | | | | or direction is needed. But, I would caution about |
| problematic in practice. | | | | the over-dependence on outside recruiting of |
| Past performance always measures success in a | | | | leaders. Desperate attempts to recruit leaders |
| lower-level position. What is needed in succession | | | | from outside the organization suggest an |
| planning is a system to identify potential for | | | | inadequate leadership pipeline. |
| success in a future higher-level position. The best | | | | Recruiting leaders from the outside of the |
| predictive model I have found is the Leadership | | | | organization can be very expensive. As we all |
| Pipeline Model by Charan, Drotter, and Noel. | | | | know, there is a talent shortage in the |
| The Leadership Pipeline provides a model that | | | | marketplace. This can lead to paying high |
| describes the skills, time applications, and values | | | | premiums (or even outright price wars) for |
| required to succeed at different levels in the | | | | promising talent. |
| organization. While most leadership models and | | | | The Leadership Pipeline Model offers a common |
| theories describe characteristics of leaders in | | | | language (terminology) and specific criteria for |
| general, the Leadership Pipeline describes specific | | | | what to look for in leaders at the next higher |
| criteria for success in transitioning from one level | | | | level. The Model provides a description of the |
| to the next. | | | | skills, time applications, and values required of |
| The Leadership Pipeline Model helps us to see the | | | | leaders at each successive level. This criteria is |
| importance of identifying candidates for positions | | | | critical not only for identifying candidates but also |
| throughout the entire organization. The pipeline | | | | for their subsequent development. |
| must be continuously filled with leaders who have | | | | The key to identifying candidates for higher levels |
| been identified for development for the next | | | | of responsibility is to predict their potential to |
| higher level. A pipeline clog at one level will clearly | | | | succeed in attaining and using the skills, time |
| harm leadership development and succession | | | | applications, and values of the next higher level. |
| throughout the entire organization. What is needed | | | | Past performance is often a poor predictor of |
| is a carefully monitored system for developing | | | | future success. Remember that the skills, time |
| in-house talent from front-line supervisors to | | | | applications, and values of each successive level |
| CEOs. | | | | of leadership are dramatically different. |
| At GE and Citicorp, two companies using the | | | | The challenge in succession planning and identifying |
| Leadership Pipeline Model, leadership passages | | | | candidates is making sure people are assigned to |
| from one level to the next are seen as "turns" in | | | | a level that is appropriate for them. The challenge |
| the leadership pipeline. These turns (or passages) | | | | is complicated by the fact that people change |
| provide significant developmental experiences. If | | | | (hopefully for the better) over time. An |
| these turns are skipped the individual may not be | | | | appropriate position for someone today may not |
| prepared for higher-level leadership positions. The | | | | be appropriate three years from now. |
| focus for development should be the lack of | | | | Identifying candidates for the organization's future |
| critical skills and values for the next higher level, | | | | leadership positions is a critical task. Do you have |
| not past performance. | | | | a system for identifying candidates that considers |
| I am often asked "Is it better to recruit from | | | | not only their current skills, but also their |
| outside the organization or to develop leaders | | | | willingness to adopt new work values and time |
| from within?" The safe, but rather uninsightful | | | | applications? |