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You Know How You Got Here, But Do You Know How to Get THERE?

One type of organization that The Bailey Group works especially well with, are those organizations who have evolved from being a small, entrepreneurial “shop” to a bona fide “small business.”  If you are a leader within this type of organization, the following challenges may be familiar to you…

In the entrepreneurial phase, leaders do it all. They come up with fresh ideas and their passion/talent touches everyone who works there and naturally pulls them along toward the future. They identify the problems, both at the business and project-level, figure out how to solve them and implement those solutions. These leaders are challenged and confident enough to follow their professional instincts and while exhausting, these times may offer some of the most engaged moments of their careers.

Then, their success leads to growth. Their organization doubles, triples, quadruples in size…but the range of their leadership cannot possibly double, triple or quadruple in size and soon, these once larger-than- life- leaders find that they cannot do it all. This type of dilemma is summed up perfectly by Marshall Goldsmith, a nationally renowned Executive Coach, in his book, “What Got You Here Won’t Get You There” (Hyperion, 2007).

That is, the leadership style that was responsible for all your success so far—your professional acumen, your drive, your independence and creativity—essentially being one of the smartest people in the room—will actually prevent you from success in the next phase of your organization.

In this phase, you must back off from how great you are, and instead, spend your time as mentor and coach, engaging your leadership team to be what (or who) you were.  What’s actually transpiring is a career change…shifting your professional identity from master engineer, psychologist, computer geek, CPA, physician (fill in the blank) to one of professional leader. Do not underestimate this transition… what drove you to become an expert in your field (what got you there) is fundamentally different than what will drive you to equally excel in your leadership.

If this journey sounds familiar to you, pick up a copy of Marshall Goldsmith’s book or think about calling The Bailey Group, 763-545-5997. Our executive coaches can assist you in successfully navigating your way through this type of leadership transition and help you “get there,” which is exactly where you want to be.

Posted in Barb Krantz Taylor | Tagged , , , | Leave a comment

Building a Team You Can be Proud to Leave

Mission: Succession

When I am working with executives I will often ask, “who will replace you when you move on?” Typical reaction – deer in the headlights. They have no idea. Does it bother them? You bet – once it’s out in the open that their team could, in fact, be leaderless or, worse yet, led by someone who is ill prepared to take on the role, they become increasingly uncomfortable.

Leaders have many responsibilities and among the most important is the responsibility to develop leaders. Not only does this enable individual leaders to succeed, it positions the overall team for success. And, depending on the level of leader, it positions the overall organization for success. So succession planning is really about planning for the future success of the team or organization; not just an exercise to define potential and performance and to put names in boxes, figuring out who is in the coveted northeast corner (high potential/high performance).

How must a leader go about planning for the future success of his or her team?

  1. Determine time horizon for planning. Most leaders look out 3-5 years. If the leader plans on retiring or transitioning sooner, the time horizon will be shorter.
  2. Establish the vision for success at this point in time, including key outcomes and measures of success such as growth, profitability, market share increase, product development, etc.
  3. Identify the leadership competencies necessary to lead the team or organization towards that vision and assess current leadership’s effectiveness in each of these competencies.
  4. Identify gaps between desired competencies and current competencies for key leaders and establish specific development goals to close the gaps.
  5. Engage in leadership development – whether individual coaching or development for a cohort of leaders – to support goal achievement.

This process raises the bar and the level of competency for the team as a whole. Once this has been completed, consider undertaking a formal succession planning exercise to specifically identify and cultivate a successor…and rest easier.

Call The Bailey Group, 763-545-5997, to schedule a complimentary consultation on how to plan for your team’s future success.

Posted in Martha Carlson, Succession Planning | Leave a comment