Reframe the Succession Challenge: Build Leadership Capacity

This past year has been a year of real growth for me.  One of the biggest areas of growth has been around how my team and I share what we do with a potential enterprise buyer.  As we all know, the profession of executive coaching has exploded in the past few decades.  I remember how long it used to take for me to explain what I did for a living back in the mid 90s’s when I started Building Champions Inc. and today, everybody knows about executive and leadership coaching.  Almost all high performing organizations leverage coaching relationships for their leaders. What I have learned is this: most of these businesses have commonly called upon executive coaches in two distinctly different situations.  The first is when they have a leader who they are trying to save but has a behavioral issue.  They need some help with communicating, with EQ, with team-building or executing.  They need to make real progress in this pain area or else.  The other situation is when a company finds themselves needing or wanting to fast track a new or rising leader.  This could be a new leader to the team or a leader from inside the firm who is moving up at a pretty quick pace.  Our team of coaches does some of this work but this is not our norm.

Our typical client is the company that sees building leadership capacity as not just a strategic advantage, but a corporate responsibility. These leaders are very intentional about building the best leaders and going deep in the organization.  They know that if they can build the leadership capacity of the team, they can grow and scale with excellence at a pace that very few competitors can keep up with.  Not only this, they see this as being an integral strategy for building a winning and high performing culture.

The companies that call Building Champions their coaching partner are led by leaders who truly want the best for those they lead and serve.  They see that successful succession planning is not a periodic event triggered by an executive’s departure. Instead, it is a proactive and systematic investment in building a pipeline of leaders within an organization, so that when transitions are necessary, leaders at all levels are ready to act.

My encouragement for you is this:  as a leader – give real thought to who you want to develop and how you are going to go about it proactively. Make this one of the greatest strategies you execute on.


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