The most common question I'm asked by new clients who are focusing on succession planning is:
"How do I start?"
It's a great question and its answer is one that many clients don't anticipate:
Start by having a very clear, well-developed strategic plan.
Needless to say, when new clients hear that answer, their facial expressions often indicate they're thinking, "She's trying to sell us additional services we really don't need." No I'm not. I'm trying to save you money and a whole lot of unfocused, wasted work.

Think about it for a minute, what is succession planning?

It's not what many organizations believe it is:
it's not figuring out who's going to step into someone else's position when that person retires.
Succession planning is really determining what skills, knowledge, behaviors,and values you'll need in key positions in the future to ensure your organization continues to grow and succeed according to your strategic plan. Therefore, doesn't it make sense to have a very clear strategic plan in place so you know what skills, knowledge, behaviors, and values you'll need? Then you can determine what key positions you'll need. Once you know what positions you'll need, you can develop specific position descriptions that define what skills, knowledge, behaviors, and values the individuals who will fill those key positions must develop or possess.

By focusing on developing the skills, knowledge, behaviors, and values of individuals who may move into key positions, you'll by default create an organization that takes a more holistic approach to succession planning and employee development. Instead of the traditional succession planning process (i.e., plugging a person into an empty spot) you will create a pool of individuals that possess much broader-based skills and knowledge, and who also exhibit the behaviors and values held dear by your organization.

However, you can't develop your future leaders and key positions until you know what type of organization you expect them to lead.
You can't plan for succession options until you plan your organization's future.
Succession planning requires you to first determine what you need.

Copyright 2008 - Liz Weber, CMC - Weber Business Services, LLC.
WBS is a team of Strategic Planning and Leadership Development Consultants, Trainers, and Speakers. Liz can be reached at liz@wbsllc.com or (717)597-8890.
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Author's Bio: 

In the words of one client, "Liz Weber will help you see opportunities you never knew existed."

A sought-after consultant, speaker, and seminar/workshop presenter, Liz is known for her candor, insights, and her ability to make the complex "easy." She creates clarity for her audiences during her results-oriented presentations and training sessions.

Participants walk away from her sessions knowing how to implement the ideas she's shared not just once, but over and over to ensure continuous improvement and management growth and development.

This former Dragon Lady has been there, done it, and learned from it. Whether speaking to corporate executives or government agency personnel, Liz's comments and insights ring true.

As the President of Weber Business Services, LLC, a management consulting, training, and speaking firm headquartered near Harrisburg, PA, Liz and her team of consultants provide strategic and succession planning, management policy & systems development, employee training, as well as marketing and media outreach services.

Liz has supervised business activities in 139 countries and has consulted with organizations in over 20 countries. She has designed and facilitated conferences from Bangkok to Bonn and Tokyo to Tunis. Liz has taught for the Johns Hopkins University's Graduate School of Continuing Studies and currently teaches with the Georgetown University's Senior Executive Leadership Program.

Liz is the author of 'Leading From the Manager's Corner', and 'Don't Let 'Em Treat You Like a Girl - A Woman's Guide to Leadership Success (Tips from the Guys)'. Her 'Manager's Corner' column appears monthly in several trade publications and association newsletters.