Phase Two: Board Engagement and Planning
Communication and role definition are phase two's central elements.
The board is charged with accountability for fiduciary, strategic, and mission goal achievements. If the CEO exclusively picks his/her successor, defines the role, and orients the individual from his/her viewpoint alone, the board has lost control of its core purpose. At the same time, if the board moves ahead in the succession-planning process without the CEO's input and guidance, it has lost the insight and experience of the individual who understands the role and organization better than any other person. Therefore, phase two is a series of board/task force meetings, in which the roles and responsibilities in the transition process are laid out in a timeline. This timeline, in part, can be communicated to staff to instill confidence in the process and to ensure them that they are being kept informed.
Phase Three: Search and Selection
Approximately 6 to 12 months in advance of the CEO's retirement, phase three (the formalized search process) begins. Board members are selected for a search committee. The search strategy is implemented, reconfirming the key qualities board members are looking for. Internal and external candidates are put through a series of structured interviews. Finalists visit the organization at least twice. The entire board votes on the next CEO based on the committee's recommendations and personal interviews.
Phase Four: Transition
Once the candidate has accepted the position and establishes a start date, the last phase begins. This phase's key elements include:
gaining the board's and external stakeholders' acceptance and support of the new CEO;
helping the departing CEO to let go and move on by celebrating his/her contributions within the organization and community; and
creating a connection between the new leader and the employees.
Appropriate communication is the key to success in this phase, as well as in the others. For the new CEO, gaining acceptance is more about listening well than talking during this last phase.
Overall, succession planning is about orchestrating the organizational change of leadership by understanding all the factors at play (both spoken and unspoken), treating everyone involved with respect, and continually maintaining a cohesive vision of the future throughout the process.
About the Author
Jeri Davis, founder and President of Jeri Davis Marketing Consultants of Silver Spring, Maryland, has more than fifteen years of behavioral healthcare marketing consulting experience. She has trained and assisted over a hundred CEOs, medical directors, clinical managers, and marketers in successful marketing systems development. In addition to assisting organizations with marketing research, planning, and implementation, Jeri can aid in competitor/partner analysis as part of their strategic alliance planning. Known for her creativity, trouble-shooting skills, and systems approach, Jeri has completed several treatment center turnarounds and has helped numerous treatment centers to adapt to changing times.
Jeri Davis is author of Marketing for Behavioral Healthcare Organizations -
What Works and How To Do It
For more information, please contact:
Jeri Davis
Jeri Davis International
E-mail: articles@jeridavisinternational.com
Telephone: (301) 593-9663
Fax: (301) 593-4359
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