critical role. This gives you a benchmark for identifying successors.
Identify and name potential successors
In Safaricom we have a robust process for talent identification. It is a process that looks at leadership potential beyond performance. We use a learning agility framework that has five key drivers- change agility, results agility, mental agility, people agility and self-awareness. Employees assess themselves against a score between 1-5. The tool gives a report with clear plan on areas of improvement.
Change agility- a high score indicates a leader with constant curiosity, willingness to experiment, a passion for new experiences.
Results agility- people with a high score have a strong desire to succeed and always look for the best ways to achieve great results. They are ambitious, self-confident and remain calm under pressure.
Mental agility- a high score indicates a leader who can create new insights when dealing with complex or unclear issues. They have an open perspective, they recognize patterns in new experiences more quickly, and they learn from their past experiences.
People agility- people with a high score are very constructive to others and are open to people with different backgrounds and opinions. They succeed better in learning from input from others.
Self-awareness- people with a high score know their own strengths and weaknesses. They are critical of their own performance. They are keen on how they can do things better. They are willing to learn. A high score increases the possibilities of the other scores above to hit a high score. And the vice versa is true.
Hires that are done through succession planning process, need support because expectations are usually higher and the spotlight is usually brighter. Here are some tips that can be applied in this process:
Clarify The‘ Why Them’ Early
The candidate knows that they were‘ picked’ which brings pressure and politics. Explain that their skills, behaviours, results to this point drove their selection. Take time to explain their new mandate, success metrics and decision authority. Link their role to the broader business strategy. Explain what success looks like in 30-60-90 days. The objective is to drive confidence in the person without arrogance, motivation without fear.
Run A Structured On-Boarding Process
The successor hire will need an accelerated context: business model deep dive, key stakeholder power map, critical risks in the role. Stakeholder and team integration is key. Plan and support the hire with formal introductions to the immediate team and key stakeholders. Secondly, garner support from their manager and executive committee. Thirdly have regular check in with the new team he is joining to reclarify direction and expectations. This prevents silent resistance and role confusion.
Assign A Strong Neutral Sponsor / Coach
The sponsor’ s role is to support the successor to navigate politics and culture, remove systemic blockers, and provide a safe space to unpack early leadership challenges.
Capacity and Skill Gap Development
Succession picks often have potential but not full readiness. These gaps need to be filled quickly to assure success in the new role. Plan for targeted leadership and technical training. Secondly provide regular structured feedback sessions as assignments are getting delivered. This ensures that the‘ readiness gap’ is filled fast.
Psychological Safety and Performance Protection
Early failure can permanently damage confidence and credibility of the succession hire. Provide a protected‘ grace period’ for learning. There should be a clear distinction between learning mistakes and performance failure.
In conclusion, succession planning is not a contingency exercise- it is a strategic commitment to continuity, resilience and long-term value creation. When we invest in succession, we invest in people and when people are prepared, the future is no longer uncertain. Succession planning makes the legacy of great leaders and the legacy of growth and longevity of organizations possible.
Fawzia Ali-Kimanthi is the Chief Consumer Business Officer, Safaricom PLC. You can commune with her on this or related matters on email at: Fawziakimanthi @ gmail. com.