A Succession Test-Run
Staying focused on the strategic future and avoiding capture by the tactical crises of the moment poses one of the critical challenges for a senior leader. In addition, one owes it to the organization to develop and mentor a pool of seasoned subordinates from whom the next Chief Executive can be selected.
The only way to escape the rush of current events and to give potential successors an opportunity to fly solo in the top seat is to get away and let the leaders on the next level down run the outfit for a time. By not breaking away to recharge for at least ten days twice a year, senior leaders deny their subordinates an essential opportunity for growth. They also ensure they will become stale, dominated by the problems of the present, and less aware of strategic opportunity.
By
Gen. Monty Meigs (Ret.)
|
August 10, 2009; 11:31 AM ET
Category:
Leadership personalities
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Posted by: Dermitt | August 10, 2009 1:37 PM
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Washington: A lackadaisical river town that tolerated a generous amount of vice. Leave for at least 20 days three times a year. Read the fine print and get education. Don't read the fine print and get experience. I was just reading a chart and it looked like things were heading up fast. What a difference a month can make. Security is opportunity and you can't have too much security.