Marshall : It is really about a lack of focus on development. If you are experiencing huge growth at the organisation, then that could be a key reason. But if you are not experiencing this, then it looks like it’s a case of a lack of development at every level. You need to put more focus on the development of your successors.

HRM: In a recent article you posted on Succession Planning, you said that ‘plans do not develop anyone – only development experiences develop people’. The argument you make is that so much attention is placed on the planning process that it creates a false sense that it’s an end in itself. How do you think people can avoid falling into this trap?
Marshall : I think the first thing is not to use the ‘check the box’ approach. You need to look at whether you are really doing something to develop that person. What is it that you are doing? My first suggestion is not to look at the planning in itself. There is a difference between having a plan and meeting the goal. It’s about looking and considering how we are measuring the progress of the development; the plan in itself may or may not matter.

HRM : How does one prepare a successor for transition?
Marshall : I would suggest that you should identify the key stakeholders and also be clear about where it is that the successor is going to be, not where they currently are. Then you need to talk about how you can develop the key relationships with these key stakeholders. Start the process before they get there. Focus on real effort on developing the individual.

HRM : How will you know when the successor is ‘the one’?
Marshall : There are some variables at play here, one of it is the successor and the other is the person who’s leaving. A successor is never a perfect fit and never fully prepared. It’s about when the person is ready, that’s the point. If the stakeholders see the person as ready, then its time for him to start but just as important, it’s also about the incumbent being ready to let go. It’s a dance really, in a way.

HRM : What resources do you think HR professionals should tap into, to help guide them through this process?
Marshall : Well, I think that the HR professional should really be more of a facilitator in the process. They should tap on the board, on key peers, on relevant stakeholders and even external experts if there are skill gaps that need to be addressed.

HRM : Your book, Succession. Are You Ready? is written as a Memo to the CEO. Given that the book is designed as a series of short sequential memos intended to provide real-world advice to CEOs, do you think it would be relevant to HR professionals?
Marshall : Of course, if the HR professional is in a position to advise CEOs. If you are talking about a HR professional who is not really in that position, then no, it wouldn’t be relevant. To the head of human resources who is directly involved in any succession planning, it would be very relevant. Relevance here is to the degree that these HR professionals can demonstrate the value-add that they bring.

HRM: Why do you believe that transition is a process that very few handle well?
Marshall : It’s very hard to let go. This is something that’s really easy in theory and difficult in practice. If you look at some examples in the US, there have been some CEOs who’ve said that they would leave and then change their mind. People like Steve Jobs and Michael Dell said that they would leave but they chose to come back. Some leaders have threatened to leave but don’t in the end. The idea sounds fun until you’re close to it.

HRM : One of the common dilemmas faced in planned succession is whether one should consider an internal or external successor. What are your thoughts on this?
Marshall : I think that the benefit of doubt should go to the internal one for a few reasons. If the CEO has a vision, he can help the internal successor develop it. If the CEO doesn’t, then it does send a terrible message to the others.

HRM : You are one of the select few advisors who have been asked to work with over 100 major chief executives and their management teams. In your line of work through the years, what have you seen to be one of the most common and thorny issues that CEOs have faced and needed help with?
Marshall : Ego. It’s very hard to let go of your ego…the need for self importance. It’s very easy in theory but harder in practice. The job comes with perks and prestige. Succession planning and development is about recognising that your job is difficult but also recognising that you love your job and that you make a ton of money. A job that’s particularly hard is one of Country Manager of a large multinational. It’s a fantastic job but when you go back, what do you go back to? You’re back at a different level at corporate headquarters, you’re cutting your own grass and you’re no longer top dog. It’s a very difficult transition. One of the most difficult transitions I’ve seen in huge corporations is for a Country Manager in Malaysia, for example, to move back to corporate headquarters, perhaps in the US or UK. It’s terrible. You’re giving up something great for something bad. I just spoke to a Country Manager recently who didn’t want to go back and it was the same thing. It’s a holding pattern if you choose to cling on to the post and it’s really the opposite of trying to develop people.

HRM : What noticeable management trends have you picked up on in the last year that you think are worth articulating?
Marshall : The increasing global competition and for a variety of reasons, the world has become more hectic. The challenge here is developing people without having to spend too much time on it.

HRM : What would be your single most important piece of advice to a HR professional about becoming a great coach?
Marshall : Be a facilitator, not an expert. Don’t get wrapped up in your ego. Help them learn from everyone around them. Don’t be a know-it-all.

HRM : Where do you see that the coaching process fits in with the aims and goals of a good succession plan?
Marshall : If you are talking about an internal coach, to the degree that these people are facilitating the process and allowed to manage the coaching itself, they can be an invaluable asset to the organisation.


In November 2009 Dr Marshall Goldsmith was recognised as one of the fifteen most influential business thinkers in the world in the global bi-annual study sponsored by The (London) Times and Forbes. The American Management Association named Marshall as one of 50 great thinkers and leaders who have influenced the field of management over the past 80 years and he is one of only two educators who have won the Institute of Management Studies Lifetime Achievement Award. Teaching executive education at Dartmouth’s Tuck School, Marshall is a Fellow of the National Academy of Human Resources (America’s top HR honour). Marshall’s 26 books include: The Leader of the Future (a BusinessWeek best-seller), Coaching for Leadership and his recently-published Wall Street Journal best-seller Succession: Are You Ready? His upcoming book, MOJO, will be out in February 2010.