EDITOR ’ S QUESTION
CHONG-WIN LEE , CEO ASIA PACIFIC , LOGICALIS
unique and cannot be found in internal candidates .
Every organisation inevitably faces leadership changes throughout its lifecycle , which carry both opportunities and risks . Organisations that fail to adequately prepare for these transitions may find themselves struggling to maintain stability and momentum ; however , those that approach leadership changes with foresight and careful planning can use these moments as springboards for growth and innovation .
Business leaders can ensure a smooth transition period for a change of leadership by implementing a well-structured plan , starting with the key outcomes the organisation aims to achieve with new leadership . Leaders should evaluate whether the organisation needs to pivot into new growth areas , change the shape of the business , or establish itself in emerging fields such as AI and pursue new leadership that will take the business where it needs to go .
Once the desired outcomes are established , leaders must consider the leadership qualities necessary to achieve these goals . They should also assess whether the current leadership team possesses these attributes and can step up to lead the organisation into its next chapter , or if they can be developed through proper training and coaching programmes . If the current leaders can be developed to meet these needs , that ’ s often the preferred path over external parties . However , it ’ s crucial to remain open to external candidates who can provide immense value to businesses should the required skills be truly
Leadership teams should put in the effort upfront to create an environment where the new leader has a high probability of succeeding and should address any organisational dynamics or obstacles that might hinder their effectiveness . This could involve addressing issues with organisational structures or processes or current business problems that need resolution . Contrary to the common practice of bringing in a new leader to ‘ fix ’ problems , it can be beneficial to clear as many issues as possible before the new leader comes on board .
Addressing these challenges at an organisational level before the transition lets the new leader focus on guiding the business in a new strategic direction to drive growth rather than be immobilised by numerous distractions .
The overlap period between the outgoing and incoming leadership is also an important consideration . While the ideal duration can vary depending on the specific scenario , a six-month overlap is often sufficient for the incumbent to bring the new leader up to speed and ensure a smooth transition . In cases where such a long overlap isn ’ t possible , a minimum of three months is recommended .
It ’ s worth noting that leadership transitions always carry some level of risk . However , organisations can significantly increase the chances of a successful leadership transition by implementing these tactics . x
BUSINESS LEADERS CAN ENSURE A SMOOTH TRANSITION PERIOD FOR A CHANGE OF LEADERSHIP BY IMPLEMENTING A WELL- STRUCTURED PLAN , STARTING WITH THE KEY OUTCOMES THE ORGANISATION AIMS TO ACHIEVE WITH NEW LEADERSHIP .
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