Succession planning strategies

During his 20-year reign as chairman and CEO of General Electric, Jack Welch helped make GE the most respected and valuable company in the world. Along the way, Welch became a media darling, the poster image for rock star CEOs and the go-to source for business leadership guidance. But, as Welch admitted in the later stages of his life, he failed at one of a leader’s biggest responsibilities: succession planning.

Welch’s choice for the company’s next CEO, Jeff Immelt, who ran GE from 2001 to 2017, is credited with several smart managerial moves. But he is equally criticized for dismantling some of the company’s most profitable infrastructure and driving away talented managers because he didn’t listen to their ideas. Compared to its former glory days, GE is practically irrelevant today.

Succession planning has emerged as a top priority for superintendents and other club leaders, no matter the size of their operation. How do you prepare a talented pipeline of capable candidates to take on leadership roles? And how do you ensure the person you choose is right for the job? In our work with golf clubs and facilities in North America and around the world, we have seen the most successful strategy involves a five-step model.

Start early

Long before it’s time to hand over responsibilities of your job, begin the process by identifying and developing top candidates.

• Know the career goals of your people. Do they aspire to a leadership role? Don’t let day-to-day work demands delay important career conversations.
• Construct challenging — but realistic — development plans that are mutually agreeable. Then build in the discipline to stick to them with timely and honest feedback and coaching.

Involve your employees

Succession planning is not only something leaders do, but also something that should involve employees who are candidates for leadership roles.

• Formalize a schedule of conversations and reviews to allow candidates to offer feedback and ask questions about their career opportunities.
• Encourage direct reports to accept developmental tasks that require stretching beyond their comfort zone. Let them learn from their successes and their mistakes.
• Review progress regularly.

Use multiple evaluation methods

Include reviews, skills assessments and potential assessments by co-workers. This provides a more comprehensive view of each employee’s strengths and weaknesses. Options include:

• Regular performance reviews and on-the-spot observations and guidance.
• Co-worker or 360-degree evaluations to help you know what others on your team see.
• Peer reviews gained through project sharing. Help your assistant learn from a respected neighbor superintendent while you return the favor for a peer.

Provide meaningful professional growth and learning opportunities

Watch for opportunities to expand the knowledge of high-potential team members:

• Third-party feedback and guidance from academics, vendors and trusted peers.
• Coaching from leaders and team members brings perspective and serves to ID skills and knowledge gaps.
• Job rotation opportunities help employees acquire the skills and knowledge to take on more senior roles.
• Special event opportunities, including tour events and events at other courses, where top performers handle new responsibilities and challenges.

Execute regular reviews and updates

Begin with the understanding that everyone is learning every day. Formalize the review process with quarterly or biannual reviews to keep the rising superintendent engaged and enthused with the learning experience. Several keys to remember:

• Make it personal and make it challenging.
• Provide a written summary for your subordinate and your file. (The faintest ink is stronger than the best memory.)
• Discuss progress and what needs to be learned, tested and evaluated next.

Planning for the future of your facility is one of your greatest responsibilities. Leaving the leadership of your course or club in the best hands possible is a lasting legacy.

Henry DeLozier is a partner at GGA Partners, trusted advisors and thought leaders. He is currently Chairman of the Board of Directors of Audubon International.