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A Company should know who the best prospects are when filling key positions particularly in terms of the types of situations in which their employees will excel.
Employees should identify their strengths so they can better determine whether or not a promotional opportunity is indeed a good fit for them.
- The company should examine each job on the succession chart and determine what the position actually requires, what needs to be done and what leadership and/or managerial style is appropriate.
- The company should develop information on key employees and make determinations as to the situations in which each person is likely to excel.
- Employees with the best potential should be developed so if they are promoted they will have a greater chance of success. This involves creating a developmental plan that capitalizes upon strengths.
- Large organizations should examine the motivational focus of potential successors and determine whether or not there is enough diversity within the group to be able to respond with “good fit” appointments to any situation.
Succession decisions should not be locked in, but assessed at the moment of need. The process should be fluid, where the organization is looking critically at what needs to be done and defining those needs as clearly as possible. Then, the organization should reach for the right person who fits the need.
Good succession should also be predictive. As a result of this appointment, what is likely to happen? What is this person likely to focus upon and what are the consequences of that focus? Where might that person’s strengths become weaknesses, what can be anticipated and what steps can be taken to better ensure this individual’s success and, thus, the organization’s success?
Through SIMA® these and other vital questions are answered enabling people and their employers to make more informed decisions.
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