Having participated in the growth trajectories of a decent number of people, some of whom eventually succeeded you in a certain position and others who were seen to have an added advantage because of some notable association with you, you may think that you may have had it all figured out. Perhaps not!
Just because you have ascended through the ranks does not necessarily serve as a free pass to succession of a role that you may have set as your target achievement. Just because you perform a function so regularly that you have become good at it doesn’t make you the best. Makes sense?
For worthy succession, there is much more to consider than having gone up the ladder. Here are some of the factors that I invite thought on;
Ascension is an upward movement in the ranks but it must not be understood to mean that the actor in issue is the one that will succeed the apex of the ladder. Actors are put in elevated positions for varying reasons, one of which may be strategic in facilitating other related functions to be efficient. I must disclaim and say that I am in no way suggesting that some actors are not meant to be successors… absolutely not! Otherwise even I wouldn’t be where I am today! However, the people responsible for a decision in that regard may consider a battery of other things.
A recommendation for ascension or succession is not a promise to entitlement. Many a time, actors express disappointment and even displeasure at not being awarded because they know that a recommendation was made in their favour. They feel that the position was in the bag until someone evil put in spanners! What is worse, is if the actor realizes that the substantive holder of the aspired position isn’t going anywhere anytime soon! All sorts of things can plague the mind of that actor to the point that they fail to see reason and reality. There is a chance that they begin to ask themselves whether to engage in clandestine and other out of character acts to get what they want at all costs.
Having what it takes to succeed another in a role is also very important. At some time in our corporate lives, we may feel very strongly that we have adequately prepared someone to ascend or even succeed us a certain role. Then we are told by our assessors and decision makers that we have got it “twisted”. Qualifications and immense familiarity with a role may perhaps be just about it about our recommendation. Spine to move or withstand certain things may be lacking. Innovation and ingenuity for growth may be lacking. It’s a question whose answer inspires a “Yes… but no” and that could well be the reality of things.
It would be most helpful to us as actors in organisations to be alive to some of the factors that influence a determination of ability of one to ascend or succeed another in an organization.
Be open minded… be professional!
