Succession Planning
Maintaining Continuity during Leadership Transitions
by Jack Gosselin

A basic accountability in the facilities management field is being prepared for unlikely occurrences by sound planning and the development of protocol to prepare for such events. Unlike the majority of other occurrences, leadership transition is an eventuality that will happen yet it is rare that organizations are proactive in preparing for it.

Leadership continuity is always important, however it takes an added criticality in healthcare facilities management, development, and operations areas. Activities relating to asset management and capital planning are built upon the individuality of an institution and the progressive architectural and engineering strategies of a given organization.

As we are well aware, one of the biggest issues facing our field is the demographics of our profession and the aging of our ranks. A sizable number of our recruitment projects are institutions reacting to the impending retirement of incumbents. Generally this effort begins a few months before the transition occurs. However leadership searches are a function of time and quality; it should not be a process that needs to be fast-tracked when the eventuality is known far in advance.

The reasons for not putting longer term succession strategies in place can be a combination of the following perceptions:

• The incumbent is hesitant to commit to a hard retirement date for concerns of executive, peer, and staff support and management effectiveness during the defined transition term.
• The organization’s reluctance to assess the viability of potential internal leaders.
• The expense of extended durations of overlap with an incumbent and their successor.

With the understanding succession planning should be a priority, a strategy should be developed with phases clearly agreed upon by all involved. Components of a succession plan should include:

• Defining the future leadership needs and requirements.
• The evaluation of potential leaders from within.
• Assessment of external talent and strategies for recruitment.
• Transition duration and information transfer.

It should be noted that if an organization determines the need to recruit from outside, a forthright disclosure of the transition plan will assist in attracting a higher level of candidates. Quality applicants want to know what their potential role is in the future; not just the position they are currently applying for.

Lastly, the implementation of transition strategies should not be considered only in terms of impending retirements. Good leaders move on. A succession plan should be looked upon as any contingency plan; a prepared action plan for an occurrence that will happen.