Succession,
ideally should be one of the key issues a CEO must deliberate on, if he is an
organisation’s man. Each
‘growth-thirsty’ organisation in its life-cycle will have to grapple with the question
of succession many times over.
After me, who?
Options
Succession dilemma may not bother
governmental organisations since someone would invariably move up on
seniority or be picked up on considerations that might have nothing to do with
organisational health and growth. Business entities that crave longevity and
profitability can ill afford such complacence. Growth oriented organisations often
have well charted systems and practices for succession. Deciding who in the
hierarchy moves forward to critical positions is not limited to the CEO’s chair
alone. It applies to every key organisational position. In all these
conditions, choice between ‘Tailgating’ and ‘Trailblazing’
assume importance.
Tailgating
Tailgating is a practice where
an individual high in the hierarchy consciously or otherwise allows creation or
creates a chain that owes allegiance to him or her. Members of this informal, extra
constitutional entity are conspicuous by the official and personal freedom they
enjoy with each other. Cared for by those ahead and supported by those below, members
in the chain rise in ranks and often succeed the one ahead in chain. These
individuals normally wag and tag along with the boss in their journey up the
hierarchy besides being insulators. These closed-circuit, symbiotic
interpersonal and group relationships are demi-professional arrangements built
up over a period of time. Convenience and not competence is the bond keeping
them together. Being part of the clique, growth of individuals within the
organisation is catalysed and assured. While bonhomie and convergence in
opinion characterise such arrangements, considerations other than
organisational interest take precedence, eventually turning detrimental to
organisational interests
Breeding Grounds
Fortunately, such chains
mostly breed and thrive in bureaucratic organisations where numbers don't necessarily
have to speak. These extra constitutional entities overwhelm formal channels
and effectively snuff out meritocracy. Incompetence and inefficiency can be
compensated with subservience, performance and accountability overlooked by favouritism.
Many proprietary entities tend to nurture this culture eventually paying the
price. Corporate houses that accept and
promote tailgating also end up being penalised by the market. When crisis hits such organisations, the chain
with the tail intact, aware of the fact well in advance, manages to jump the
ship lock, stock and barrel, only to infect another organisation.
Trailblazers
There are always a few in
every organisation who stand out with their individuality and
performance. These people are characterised by originality of thoughts and sincerity
of purpose. Innovative, firm and
fearless, they are generally outspoken and are mistakenly considered, rash and difficult.
The ideology driving them is openly known and they rarely deviate from what
is professed. Characterised by their skills and expertise they become backbones
of their organisations. Though they may
not be quick to accept failures and mistakes, they are usually open to reason
and ready to mend ways. They can effectively spearhead change, explore new
avenues and venture into the unknown with equal zeal. They blaze the trail as
they move and in whatever they do, leave their characteristic stamp of quality.
Difficult Choice?
On the
face of it, the choice between the two is not difficult to make. But in practice it is not so. Many placed
high in the hierarchy normally tend to pack their work space with people who
conform to their thought process. This helps them enlarge their comfort zone and provide a false sense of
security. They do not realise that they by encouraging a coterie are effectively insulating themselves from environmental dynamics.
Trailblazers
normally do not belong there. It takes a high degree of organisational
tolerance and belief in oneself to accept trailblazers in one’s company.
Outcome
Fortunately,
there are many bold organisations and individuals who take that risk. The
result? Products and services galore that one never ever imagined.
The choice is not difficult.
But questions remain !
Are you willing to groom a trailblazer to hold the reins?
Is your organisation trailblazer compliant?
