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How not to lose the top job.
1marshall@marshallgoldsmith.com
Harvard Business Review
|February 21, 2009
Summary
CEO succession requires managing relationships with key stakeholders. Mismanaged relationships with executives, peers, reports, customers, or the board can derail even the most qualified candidates.
Area of Science:
- Business Strategy
- Organizational Behavior
Background:
- Many CEO successors face unexpected career roadblocks.
- Succession is influenced by personal dynamics, not just business logic.
Purpose of the Study:
- To identify key stakeholders crucial for CEO succession.
- To outline strategies for strengthening relationships with these stakeholders.
Main Methods:
- Analysis of executive coaching insights.
- Case study examples, including Lee Iacocca's Ford experience.
Main Results:
- Six critical stakeholder groups identified: current CEO, peers, direct reports, customers, analysts/shareholders, and the board.
- Success hinges on balancing leadership projection with stakeholder support and respect.
Conclusions:
- Prospective CEOs must proactively build and maintain strong stakeholder relationships.
- Addressing personal style and past missteps is vital for effective leadership transition.
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