FROM WHERE I SAT
Successful Succession Planning
By Robert Wamai
Every writer ’ s nemesis is the Writer ’ s Block , the inability to pen an article especially when the deadline is close leaves one stuck in the rut . None is immune and prior to penning this article I fell victim to it . Thankfully , nature stepped in and dealt me a sweet card in the form of an article in the Business Daily . The piece , written by Carol Musyoka , was titled ' How to deal with the Founder ' s Syndrome killing many businesses .'
My memory was jogged to the Global Leadership Summit Kenya Chapter referred to in my article of the past issue ( February 2021 .) Two speakers , Bishop John B Masinde and Bishop Dr David Oginde ’ s topics spoke on this issue of succession planning . But first let ’ s look at Carol ’ s article as it provides context and how this tie to what the two had to share .
Carol introduced the article by defining the Founder ’ s syndrome i . e . the phenomenon ‘ where one or more founders maintain disproportionate power and influence following the effective initial establishment of the organisation , leading to a wide range of problems ’. She explains that this inability to deal with the
Founders Syndrome has led to the demise of many organisations . Accordingly ‘ there are many businesses that are buried in the cemetery of dead ventures that failed to implement basic governance structures that would ensure sustainability beyond the founder ’ s death or incapacitation ’.
Carol elaborates that this challenge to having a successful transition of the business may occur where the founder doesn ’ t believe that the entity can succeed without their presence and institutional knowledge . The solution she notes lies in succession planning . Carol gives valuable nuggets on how founders can have a successful transition resulting in a reduction of the observable retrogression of some businesses especially in the retail sector .
She suggests that the starting point is the need to have uncomfortable conversations that deviate from many cultures . She writes ‘ as treasonous as it may be to imagine the death of a founder , in light of all the big retail businesses that we have seen collapse in the Kenyan boulevard of broken dreams lately , it might be useful to start having these discussions at the next family lunch ’.
The responsibility to plan rests squarely on the current leader ’ s shoulders and should start from the day one assumes office . Planning calls for the leader to be clear about the organisations mission and vision , without which ‘ the baton will fall ’.
Now let us turn Doctor Bishop Oginde and Bishop Masinde of CITAM and Deliverance Church International Umoja respectively , who spoke on succession planning during the 2020 virtual Global Leadership Summit Kenyan Chapter . It is from their presentations that this article is based . Bishop Masinde spoke on “ Raising the Next Generation of Leaders ’ while Pastor Doctor Oginde ’ s topic was ‘ Handling Transitions ’ and they drew their lessons from the Bible to corroborate their points .
Bishop Masinde opened by saying the ‘ baton of leadership is not for leaders to keep but to pass on ’ noting that ‘ God is a generational God ’ and the leaders he chose always had a successor in waiting . He gave the example of David who chose Solomon as his successor whom he gave a clear ‘ blue print on what needs to be done ’.
Therefore , the starting point for any leader is identifying a successor whom they mentor and coach . Identification ‘ makes transition easier ’ and the leader must never feel threatened by the person they choose .
By identifying and preparing a successor , an organisation gains in two ways . Firstly the successor will understand the vision of the organisation and be able to build on what the leader is currently doing so they ‘ don ’ t have to start from scratch ’. Additionally the current leader identifies and highlights the mistakes they made that the successor should avoid . They should be candid about it , ‘ I tried this , and it didn ’ t work ’ which ensures the organisation thrives as errors are not repeated . He called these ‘ pointing out the danger signs and which direction not to take ’.
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