The Successor’s Dilemma

Leadership transitions go awry with alarming frequency, often the result of an emotionally charged power struggle between the CEO and his would-be heir. Four practices, however, can help successors defuse the crisis—and make it to the top.

by

Dan Ciampa

and

Michael D. Watkins

by

Dan Ciampa

and

Michael D. Watkins

From the Magazine (November–December 1999)

A well-regarded CEO approaches retirement age. He knows it is only responsible to designate a successor, and the board agrees wholeheartedly. Together, they screen internal candidates but decide that none possesses all the skills necessary to propel the company forward. Soon, a bright star is hired from outside the company—with the assurance that if he performs well, he will ascend to the top spot in two or three years.

A version of this article appeared in the November–December 1999 issue of Harvard Business Review.

DC

Dan Ciampa (DC@danciampa.com) is a former CEO, an adviser to boards and chief executives, and the author of five books, including Transitions at the Top: What Organizations Must Do to Make Sure New Leaders Succeed (with David L. Dotlich, Wiley, 2015) and Right from the Start: Taking Charge in a New Leadership Role (with Michael Watkins, Harvard Business Review Press, 1999).
Michael D. Watkins is a professor of leadership and organizational change at IMD, a cofounder of Genesis Advisers, and the author of The Six Disciplines of Strategic Thinking.

The Successor’s Dilemma

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