Succession Planning

by Martin Haworth

Step 10 – timetabling activities

Succession planning is a simple enough process that can be readily adopted into the management activities of any manager and those around them.

In the set-up phase, there are a number of one-off activities. While these may take a little time, once completed, they can be reviewed occasionally, as the manager and their team feel appropriate.

For the future, all of the activities can easily be integrated into the regular routine of managing your people, along with performance review processes and regular relationship building.

As a guide to the set-up phase, here are a few suggestions to help you understand the time investment you might need to make. Involving others as you make progress will embed the culture and mean that you need to do much less yourself.

So the key to making things happen is to focus your attention on some of the groundwork in the first instance. From then on, your succession planning activities can easily be integrated with your other activities, saving time and energy in the process.

  • Many activities will be one-off to start the process.
  • Involving others will create better outcomes and share any additional workload.
  • Integrate much of the action into the day-job.
  • It looks more demanding initially than it actually is!
Step One Vision Where do you want to be
Time needed Now – one day Ongoing – occasional half-day
Step Two Structure Your most effective structure
Time needed Now – two hours Ongoing – occasional hour
Step Three Key roles Where are you are vulnerable?
Time needed Now – two hours Ongoing – occasional hour
Step Four Desktop review Where are you right now?
Time needed Now – one day Ongoing – occasional half-day
Step Five Communication Keeping your people informed
Time needed Now – one hour briefings Ongoing – day job
Step Six The interviews Getting the most from one-to-ones
Time needed Now – one day (or less) Ongoing – day job
Step Seven Development plans Actions to grow
Time needed Now – one day Ongoing – occasional half-day
Step Eight Recruitment principles Get the right people first time
Time needed Now – day job Ongoing – day job
Step Nine Regular fine adjustments Small changes consistently
Time needed Now – half-day review Ongoing – occasional half-day
Step Ten Timetabling activities What to do when – and how long
Time needed Now – half day Ongoing – day job