“Leadership is a journey, not a destination. It is a marathon, not a sprint. It is a process, not an outcome.” John Donahoe

This article is about success, and about succession planning; the success of organisations which are led by truly inspiring leaders, and the succession planning which ensured that those leaders had the personal tools and attributes with which to lead effectively. But who do we think of when we talk about organisational leaders? It can be all too easy to concentrate our focus on the CEO; when in fact the entire board, comprising executive and non-executive directors, should play a full part in effective leadership and governance.

To have a truly effective board, several factors have to slot into place. Firstly, the board should be made up of a balanced, yet diverse, group of individuals all of whom have been selected solely on the basis of individual merit and of the contribution which they can make to the organisation. Secondly, those individuals should receive ongoing training and support to ensure that they can continue to give of their best to promote the organisation and its aims. And finally, the organisation should regularly review the mix of abilities and aptitudes on the board to ensure that those leading the organisation best meet the needs of the organisation in the current climate.

Having a robust succession plan

But all of those factors depend on one thing; the training and personal development help which the individuals concerned have had on their leadership journey. This is where having a robust succession plan comes into its own. Succession planning, particularly at boardroom level, is not simply a question of keeping an eye out for individuals who may slot into place at some stage in the future. Rather, it should be concerned with the early identification, training and development of individuals so that when the call comes, they are ready to take their place as effective directors of the business.

Promoting the success of the company; exercising independent judgement; exercising reasonable care, skill and diligence: we can’t, and shouldn’t, expect board members to be able to carry out these key directorship duties unless they have had the appropriate training in areas such as communication, investigation and decision-making. This puts the onus firmly on today’s board directors to ensure that their likely successors receive the training which they need. Board governance, good corporate governance, is not simply a matter of leading the current and future development of the organisation; it is also concerned with the development of future leaders.