{"id":8861,"date":"2020-02-26T14:48:10","date_gmt":"2020-02-26T13:48:10","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=8861"},"modified":"2021-09-28T17:53:02","modified_gmt":"2021-09-28T15:53:02","slug":"actively-managing-succession","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/actively-managing-succession\/","title":{"rendered":"Actively Managing Succession"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" 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https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/11\/AvS\u2013International-Trusted-Advisors_Christian-Buering-Uhle_500x500-120x120.jpg 120w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/11\/AvS\u2013International-Trusted-Advisors_Christian-Buering-Uhle_500x500-450x450.jpg 450w\" sizes=\"(max-width: 500px) 100vw, 500px\" \/><\/div><\/div><\/div><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-r6mlp-40ae1487475687f62a815390b978d6ac\">\n#top .av-special-heading.av-r6mlp-40ae1487475687f62a815390b978d6ac{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-r6mlp-40ae1487475687f62a815390b978d6ac .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-r6mlp-40ae1487475687f62a815390b978d6ac .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-r6mlp-40ae1487475687f62a815390b978d6ac av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >Actively Managing Succession<\/h1><div class='av-subheading av-subheading_below'><p>The role of supervisory bodies in succession planning for CEOs<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-5psvst-0e1ec9ff52e6cf8e1c1e85da81a7c584\">\n#top .av-special-heading.av-5psvst-0e1ec9ff52e6cf8e1c1e85da81a7c584{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-5psvst-0e1ec9ff52e6cf8e1c1e85da81a7c584 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-5psvst-0e1ec9ff52e6cf8e1c1e85da81a7c584 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-5psvst-0e1ec9ff52e6cf8e1c1e85da81a7c584 av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Dr. Christian B\u00fchring-Uhle<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>Each year, roughly 10-15% of CEOs are replaced, which corresponds to an average retention period of no more than seven to eight years. Although this is not only an exceptionally important, but also an inevitable task, most companies are not prepared for it. In the United States, shareholders can force the Board of Directors to create a succession plan by litigation; yet a survey in the US revealed that in 50% of companies the Board of Directors was not prepared to appoint a successor in case of need. In 40% of companies it was stated that there was not a single suitable internal successor. This does not appear to be too much of a concern, as time spent on succession issues averages just two hours a year. One of the most important tasks of the supervisory body (be it the Supervisory Board or the Advisory Board) is to ensure that the company is managed in the best possible way, i.e. that the person at the top meets the current \u2013 and in particular the future \u2013 requirements for the management of the company to the fullest extent possible.<\/p>\n<p>This means that the supervisory body must not only coach and supervise the man or woman at the top of the company and know when it is time for a change at the top. But also, that the supervisory body must in particular ensure and take precautions that any change at the top, whether regular or unforeseen, will lead to the optimal appointment for the future of the company. This responsibility for the sustainability of the company is perhaps the most important task of the supervisory body. In particular, the Chairman of the Supervisory Board has a special role and responsibility here. Unfortunately, the reality is all too often different, because especially when dealing with succession situations, serious mistakes can be observed time and again \u2013 sometimes with fatal consequences for the company.<\/p>\n<p>Of course, we also know positive examples from our practice. For example, more than a year before the CEO\u2019s earliest possible departure, the Chairman of the Board of Directors of a larger, listed company asked us for a proposal to accompany his successor. However, we are also aware of many cases in which CEO successions were simply not prepared and planned for, particularly in the SME sector. Quite often, even the most significant medium-sized companies have no supervisory body at all and thus no one to help the long-serving chairman realise that a real \u201centrepreneurial achievement\u201d is only complete once the handover has been successfully completed.<\/p>\n<p>In order to do justice to this issue, it should be borne in mind that this is not a one-off event, but a continuous process that has a strategic component on the one hand and is an important cornerstone of the risk management function incumbent on the supervisory body on the other. It is generally assumed that, all else being equal, and especially in larger organisations, an internal succession is superior to external solutions, partly because an internal successor knows the company (and its market, competitors, etc.) better and can be systematically prepared for the CEO role. And indeed, at least in larger companies, succession is often solved internally.<\/p>\n<p>The hoped-for advantages of an orderly handover can only be realised in a reasonably reliable manner if continuous work is carried out over many years to ensure that as many suitable candidates as possible are groomed and available. A really suitable candidate for the top position does not grow by him- or herself, especially since the new task will often require completely different skills and personality traits than the qualities that the internal top performers have relied on so far.<\/p>\n<p>However, due to their size and the available organizational and financial resources, many small and medium-sized companies are unable to keep succession candidates in the company. This applies not only to CEO candidates, but frequently to all management functions.<\/p>\n<p>A supervisory body can only fulfil its task if it actively manages the issue of succession and devotes a substantial part of its time and attention to the future, ideally the greater part of it, instead of remaining preoccupied with the status quo and familiar faces. Nor can the supervisory body leave this task to the current job holder. If the long-time CEO attracts a \u201ccrown prince\u201d according to his own taste, and possibly changes to the top of the supervisory body even after handing over the staff (which is still frequently observed today), then it should come as no surprise that at some point the company is no longer able to cope with changing conditions. In addition, there is the danger that the former chairman will then morph into a \u201cback-seat driver\u201d and steer the fate of the company from the supervisory board. In these cases, our experience is that when a strong successor to the CEO senses such a constellation, he usually doesn\u2019t even come aboard. The other danger is that a not-so-strong predecessor (occasionally to be seen in family businesses) will immediately look for someone \u2018tame\u2019 \u2013 or someone even weaker than himself.<\/p>\n<p>A few practical recommendations for owners and supervisors:<\/p>\n<ul>\n<li>It is advisable to discuss in detail, document, and update at regular intervals the requirement criteria, the process for regulating succession and the \u201ctalent pool\u201d of short- and medium-term candidates. The bar should be set high, especially with regard to the competencies required for the top position. Developing these suitability and experience criteria is as important as it is challenging.<\/li>\n<li>The current CEO plays a particularly important role in building up the candidate pool but must not monopolise the process. And the members of the supervisory board must also get to know these people and develop their own \u201cconnection\u201d to them.<\/li>\n<li>Even if the size of the company allows working systematically on internal succession planning, it is often advantageous to include external candidates in the recruitment process as well. This not only widens the selection and increases the prospects for \u201cfresh blood\u201d, but also because an internal successor who has prevailed against external candidates will have better \u201ccredibility\u201d when tackling his new task. But there is also a danger \u2013 that internal candidates could be demotivated. Such a two-pronged approach must therefore be carefully managed and moderated and requires a great deal of experience and tact.<\/li>\n<li>Of course, good succession management requires a high degree of confidentiality. In practice, this is more often disregarded than one would think. Increased vigilance, especially on the part of the chairman of the supervisory board, is indispensable.<\/li>\n<li>Particularly in the case of external appointments, care must be taken to ensure that the new hire at the top is smoothly integrated into the new position (and possibly the organisation).<\/li>\n<li>Last but not least, there must be a (concrete!) contingency and interim plan if the CEO \u201cfails\u201d unexpectedly and on short notice (for whatever reason).<\/li>\n<\/ul>\n<p>If these recommendations are heeded it is quite possible that crises can become opportunities, because one thing is clear: the only constant in life \u2013 also in the life of companies \u2013 is change.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-44izel-95f881fcff1017e9bb12b6cfb381c172\">\n#top #wrap_all .avia-button.av-44izel-95f881fcff1017e9bb12b6cfb381c172{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-44izel-95f881fcff1017e9bb12b6cfb381c172 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2k63a5-a34be606817b62de7e87fcaeeae8ac2b\">\n#top #wrap_all .avia-button.av-2k63a5-a34be606817b62de7e87fcaeeae8ac2b{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2014_01_Managing-Succession_EN.pdf' class='avia-button av-2k63a5-a34be606817b62de7e87fcaeeae8ac2b avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div><\/p>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":13496,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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