20 April

The Succession Decision

The most critical people decision, and the one that is hardest to undo, is the succession to the top.

The succession to the top decision is the most difficult because every such decision is a gamble. The only test of performance in the top position is performance in the top position — and there is very little preparation for it.

What not to do is fairly simple. You don't want a carbon copy of the outgoing CEO. If the outgoing CEO says, "Joe (or Mary) is just like me thirty years ago," that's a carbon copy—and carbon copies are always weak. Be a little leery, too, of the faithful assistant who for eighteen years has been at the boss's side anticipating his or her every wish, but has never made a decision alone. By and large, people who are willing and able to make decisions don't stay in the assistant role very long. Stay away, too, from the anointed prince. Nine times out of ten that's a person who has managed to avoid ever being put in a position where performance is essential, measured, and where he or she might make a mistake. They are media events rather than performers.

What are the positive ways to handle the succession decision? Look at the assignment. In this institution, what is going to be the biggest challenge over the next few years? Then look at the people and their performance. Match the need against proven performance.

4月20日

继任决策

最关键且最难以纠正的人事决策，是最高职位的继任。

最高决策层的继任问题是最棘手的，因为每一项此类决策都无异于一场赌博。衡量最高职位任职表现的唯一标准，就是其在这一最高职位上的实际表现——然而，针对这一职位的准备工作往往少之又少。

至于哪些事情不该做，道理其实相当简单。你绝不希望选出一个即将离任的CEO的“翻版”。如果离任CEO说：“乔（或玛丽）简直就是三十年前的我”，那他（她）就是一个翻版——而翻版往往是软弱无力的。此外，对于那些忠心耿耿的助理，你也得保持几分警惕；他们或许十八年来一直伴随在老板左右，能预知老板的每一个心意，却从未独自做出过任何决策。大体而言，那些既有意愿又有能力做出决策的人，通常不会在助理这一职位上久留。同样，也要避开那些所谓的“钦定太子”。十有八九，这类人之所以能走到这一步，是因为他们成功地避开了那些必须凭业绩说话、业绩可量化考核、且存在犯错风险的关键岗位。与其说是实干家，他们倒更像是媒体造势下的产物。

那么，处理继任决策有哪些积极有效的方法呢？首先要审视任务需求。对于本机构而言，未来几年内将面临的最大挑战究竟是什么？接着，去考察候选人及其过往的业绩表现。最后，将机构的需求与候选人经证实的实际业绩进行匹配。