Succession Planning and Leadership Transition: What it Really Takes, by Laura Neff


Doug McVadon (speaker, R) and Mike Watson speaking on Succession Planning at the
American Institute for Architects Young Architects Forum in Charlotte, NC on October 12, 2016.

Straight-talk about succession planning and leadership transition was on the docket at the American Institute for Architects (AIA) Young Architects Forum event last week in Charlotte, NC and the room was packed.

Associates in their 20s and 30s as well as more tenured firm principals were keen to know:
  • What does it take to be “picked” as a possible owner of a firm?
  • And how do current leaders lead that process well, for the people involved and the long term health of the company?
It’s not just a topic relegated to architecture. Healthy organizations across industries and around the world know that succession doesn’t happen accidentally, at least not succession that ensures the strongest future.

For two hours, Michael Watson (principal, Watson Tate Savory architecture) and Doug McVadon (president and consultant, Dorrier Underwood) shared openly what it took for Watson Tate Savory to cultivate clear ownership succession after an attempted merger dissolved after less than a year and a half.

Some may have expected conversation about processes and procedures, with graphs and charts and timelines. But as Michael and Doug delved into what really made the process successful, the key message was about the being, not the doing, of leadership.

First, the principals of Watson Tate Savory had to take a hard look at how they were being as leaders within the succession planning process:
  • Was their way of communicating inviting younger firm members to come forward?
  • Was their intended message being received differently?
  • Were they willing to create space for failure and breakdown, so the next generation of owners could learn?
Next, they looked to the members of the firm who expressed interest in ownership. “Succession isn’t just a skill set,” Doug said. “What does it look like to be a leader of something versus always checking with authority?”

The two associates ultimately identified as future owners engaged in a year-long leadership development process to transform themselves into leaders who will take the firm forward.
Doug identified three critical aspects of a successful leadership transition:
  1. Whoever you are in the process, attend to your way of being as a leader... how you communicate, and taking responsibility for the impact you create.
  2. If you’re an aspiring leader/owner, you must take a stand: “Yes! I want to be in leadership!” Take on the idea of ownership fully within yourself first, then speak with conviction, and let your commitment be known.
  3. As a leader/owner, you must be willing to be coached yourself and get feedback on how you are (or are not) empowering the next generation to step up.
When asked how someone would know which path was right for them, Michael shared his process of setting personal goals, clarifying his values and lifestyle preferences, and then looking to see which firms and opportunities matched up well.

“Look at your goals,” he said. “Find out what you really want professionally and personally, and think about how to put both together.”


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