Let CEO Help to Pick Successor

To the Editor:

Your article “Managing Turnover at the Top” (June 3) reinforces the importance of a clearly defined role for the chief executive as his or her successor is being chosen.

In my 32-year career as a non-profit C.E.O. — the last 14 years at Big Brothers Big Sisters of America — I have been a part of four transitions. Although the organizations I worked for were quite different from each other, they all relied on strong, engaged boards with an effective partnership between the C.E.O. and the board chair.

Now that my successor has been chosen at Big Brothers Big Sisters and I’m officially a lame duck, I’ve been able to reflect on the succession-management process and the lessons I’ve learned. My current transition has led me to three conclusions:

First, the hiring of a new C.E.O. is the single most important decision a non-profit board makes. This decision is critical because it allows the organization to redefine what it needs in a C.E.O. in order to reach the next stage of its development. This can have an energizing impact on the organization itself.

Second, the outgoing C.E.O. should not remove himself or herself from the selection process. This can prevent a smooth transition of leadership. This occurred in two of my three prior experiences, as my deputy was hired because the boards were comfortable with the status quo. In each case, I gave the selection my support. In one instance, the board did not provide the monitoring necessary to uncover serious abuses. This organization, now in good hands, needed considerable time to recover from this mistake.

Third, special care should be given before hiring the second in command to insure that an open search process is carried out. No matter how well an organization is functioning, the introduction of a C.E.O. substantially changes the dynamics of that organization, even if that person has worked for it.

What, then, is the appropriate role for an outgoing C.E.O. to play in succession management? The following are steps that should be taken:

First, the C.E.O. should be involved in serious discussion with the external search firm and internal search committee to provide a practical description of the day-to-day work.

Second, the C.E.O. needs to maintain a close working relationship with the head of the search committee during the early screening process, serving principally as a sounding board. Direct contact with the search firm should be avoided in order to maximize the role of the committee chair.

Third, the C.E.O. should not be involved in the interviewing of candidates. He or she should be available before and after these interviews as a resource.

Fourth, final candidates should spend a few hours with the C.E.O. in the office environment in order to ask questions and get deep background on the organization and the specifics of the job. This meeting will help prepare the candidates for the final interview, as well as give them a reality check with which they can make an accurate assessment of the position and whether it is right for them.

Fifth, the C.E.O. should be part of the reference-checking process by sharing with the committee any pertinent information regarding the professional reputation of the finalists.

The final stage of succession management is the preparation of the new C.E.O. to assume his or her new position. This should not take longer than two months, since most organizations cannot afford having a lame duck for any longer period.

During this time, the organization must be prepared for the new C.E.O. Once that transition takes place, the outgoing C.E.O. should not stay involved in any policy role, such as a board member, but should be available as a trusted adviser if requested.

The past seven months since my announcement that I was moving on have been some of the most satisfying of my career. Unlike my previous experiences, I stayed engaged in the process and was not focusing my energy on my next job. I’ve participated in a process that has empowered our leadership by enabling them to take full ownership of this critical change in the organization. After investing almost 14 years of my life as the C.E.O. of Big Brothers Big Sisters of America, it is extremely satisfying to see that the organization is in good hands and is moving ahead to fulfill its mission.

Thomas McKenna
Big Brothers Big Sisters of America
Philadelphia