SUCCESSION PLANNING: PITFALLS FOR ASPIRING LEADERS

The previous post looked at what emotional obstacles can get in the way of an incumbent making a gracious transfer. Now let's look at what can trip up the heir apparent who expects or is expected to take over. Marshall Goldsmith says in his book, Succession: Are You Ready?  that smooth sailing can be threatened by poor relationships with a range of key stakeholders. These include:

*  Difficult relationships with peer competition who may want the spot - what's in it for them to back someone else? * 

*  Ambitious direct reports; they must be treated well.

*  Key clients of the firm must be cultivated, not alienated in any way.

*  Rapport with suppliers, such as bankers, who can act as partners must be built and nurtured.

*  The incumbent must like the aspiring leader in order to lend that important support.

*  Good relationships with any board of directors or advisers are also crucial as they can be very influential in choosing successors.

If the candidate or heir apparent alienates any of these influencers, they may be cut down in their tracks. A warning: Don't start acting like or assuming you will be tapped for leadership. Arrogance, a slip of the tongue or an unguarded e-mail can kill an aspiring leader's chances.