Dr. Arthur Langer explains the importance of succession planning and provides three key suggestions for preparing for the future.

I have written previously about the plight of the CIO, and lately I’ve recognized another problem that only adds to the dilemma.

Recently I have had a number of conversations with organizations that are seeing the same faces and people recycled when new CIO positions become available. The question I always ask is: Why not promote from the inside?

The typical answer is disturbing: There is no one even close to taking on the position, especially in the eyes of executive management. Why is this the case?

Upon further investigation I conclude that there are two major problems:

The first problem is that the CIO has not provided a long-term plan of the role of technology in the firm. I understand that many CIOs will simply tell me that their executive management is not interested. But I think the problem is much deeper—one that suggests that the CIO has not provided a vision of where IT fits in. So, logically, one can conclude that when that CIO leaves, the executive team is not clear on what IT’s role needs to be, and frequently see this as an opportunity to bring in someone from the outside with fresh ideas. The downside, of course, is that your second-in-commands are devastated because they feel “passed over.”

The second problem, perhaps more relevant, is the lack of succession planning to fill your own role—regardless of whether you are promoted or are moving on, or even retiring. I have received a number of calls from CIOs asking if I know of candidates who could fill their own position—this usually occurs with those CIOs moving in to more senior “operational” positions. It is amazing how many of these CIOs have not prepared their replacement.

Here are my suggestions:

1. Take inventory of your staff. Do you have someone who can potentially fill your job? If not, recruit someone quickly, or provide a path for someone over time. Also, you should have more than one candidate. Allowing multiple candidates to compete for the job is not such a bad thing. You might even lose one of them, but that is part of management development.

2. Clarify your vision. Are you able to provide at least a short-term vision of IT’s role? It’s not only important for the firm, but for succession planning. No one wants to wait for a promotion that they cannot understand. Your vision must be clear and have structure, or those candidates will lose confidence in your ability to get them into the C-suite.

3. Bring your deputies to more meetings. Let them participate, and allow your peers to get to know them. Executive management often decides to go outside only because they simply do not know your senior managers. Allowing more executive interface opportunities for your people can also be a great motivator in building interest in your role.

Remember, all great managers and great firms focus on the importance of succession. It’s a fundamental executive responsibility—you should be influencing your successor. But you cannot influence at the last minute. In the end, it might take one to two years of preparation.

If you have not established a successor yet, I suggest you do so soon—especially if you want that next promotion.

Dr. Arthur Langer is Founder and Chairman of Workforce Opportunity Services, and a member of several faculties at Columbia University.


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