How do you do succession well in your organisation?

Bringing the next generation of leaders through the ranks and into key decision-making positions??

This is how we did it:

In 1994 I started my business and over the last 28 years built it into a Group of companies: Ecosure, Avisure and a wholly owned Canadian subsidiary – Avisure Services. As founder, I was also Managing Director of the companies.

There comes a time in every business owner’s career where they recognise the need for a succession plan. I considered many options: sale of one or more of the businesses, management buy-out, or, transition away from the day-to-day responsibility for the business, but remain involved. Four and half years ago the executive team of the time sat around a table, and I announced:

“In 5 years’ time I want to be less involved in the day-to-day running of the business, focus on the strategic direction and stay involved in projects".

Working with clients on their projects is where is it all started for me and I saw that developing a Board that I could steer was also important for the companies. At that meeting was Di Lanyon (General Manager, Ecosure), Jeff Follett (General Manager, Avisure), Phill Bracks (Operations Manager, Ecosure) and Jeff McKee (Director R&D, Ecosure and Avisure; lifelong friend; 10% shareholder; Ecosure and Avisure).

In the following years we had many, many conversations about how this could happen in a smooth and well-coordinated way. We tossed around all sorts of scenarios including having a CEO across the Group, individual CEOs for Ecosure and Avisure, and advertising for external CEOs. We considered who would fit what role best - all done in a very candid and collegial manner. There was no politics, no jockeying for position, just respectful open discussion on what our options were and what would suit the organisations and the individuals best.

This month we successfully completed that transition, a full six months ahead of schedule. I take up a role as Chair of the Board. Phill Bracks takes on the role of CEO for Ecosure and Jeff Follett for Avisure. It was agreed that internal appointments would suit us best as both these outstanding leaders have been with our organisations for over 10 years, several of those years on the executive. They know our strategy, processes and above all else, live and breathe our culture.

Di was offered an opportunity to apply for the Ecosure CEO role and after serious consideration, she declined. Di is such a critical cog in the Ecosure wheel, that once the CEO positions had been confirmed, we all worked to develop a role that suited her skills and for which her passion was overflowing. Di is now Director of Strategic Partnerships where her gregariousness, knowledge of ecosystems, astute decision making, and her many other talents will offer so much value to our clients, staff and for the environment we are all so passionate about looking after.

Jeff McKee remains Director of R&D and has been an huge support throughout the whole process.

Lessons learned

I am immensely proud of how our executive and the broader team has handled this transition. I offer the following as learnings from this experience:

1. Decide on your strategy early to allow a long lead period.

2. Be clear on what you want to achieve.

3. Leave egos at the door.

4. Look after your team and give them skin in the game (we arranged small shareholdings for key players).

5. Be open to criticism - one of the team above (I won’t say who), challenged me on some aspects of my management style. I didn’t get defensive, instead used the moment for introspection and self-improvement.

6. Don’t subscribe to the theory that your work colleagues shouldn’t be your friends. The individuals mentioned above are among my close friends. It doesn’t always work that way, but it can.

7. Life is short, make sure you’re doing what you want to do to make the world a better place!