Why boards must be savvy about succession

Why boards must be savvy about succession | practice | Do you have any of these 7 bad leadership traits? Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( February 2, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading the Way [] [Why boards must be savvy about succession]( [Why boards must be savvy about succession]( (PeopleImages/Getty Images) Replacing iconic CEOs who have a long tenure can be tricky -- just glance at Disney, GE and Twitter for proof -- which means boards must be savvy about succession, including being wary of a handpicked successor and not assuming any current success will last when the incumbent steps aside, write ghSMART partners Elena Lytkina Botelho, Shoma Chatterjee Hayden and BJ Wright. They offer seven steps boards can take for a healthy succession, including casting a wide net and testing potential internal candidates on their strengths. Full Story: [Harvard Business Review (tiered subscription model)]( (2/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Boards are often tempted to keep their long-standing CEO on board to help their replacement, something they caution against. "In well-executed successions, the incoming CEO is empowered to own the role from day one with support and partnership of the board," they write. [] [Do you have any of these 7 bad leadership traits?]( It's easy to spot bad leaders who believe they're good but are rarely there for their people, have more style than substance and damage companies with their incompetence, writes Steve Andriole, a professor at the Villanova School of Business at Villanova University. By contrast, good leaders are those who show up, listen, anticipate problems and lead in the face of challenges, Andriole writes. Full Story: [Forbes (tiered subscription model)]( (1/31) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: If you can identify any of these seven traits in your own leadership role, awareness is the first step to rectifying the situation. A good coach can help, as can an objective colleague or friend who can help identify weaknesses and suggest ways to improve leadership skills. Leadership and Innovation Certificate Unlock your potential to drive change and achieve results. In Stony Brook University's certificate program, you will learn to think critically, plan strategically and foster a culture of creativity and inclusivity. [Discover more.]( ADVERTISEMENT: [] SmartBrief on Leadership [] [This one assumption could cost you leadership influence]( [This one assumption could cost you leadership influence]( (Niall/Getty Images) Assuming that others -- be they potential customers or employees -- think just like you do can lead you to miss the markets you should target and misread the needs of team members, which ultimately can weaken your influence as a leader, writes Steve McKee, co-founder of McKee Wallwork + Co. "Leaders are marked by their ability to influence others, not merely by how well they can fire up everybody who already agrees with them," McKee writes. Full Story: [SmartBrief/Leadership]( (2/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Understanding how others think and believe doesn't mean we have to affirm those ideas and beliefs, McKee notes. Instead, it's smart and respectful because "starting from their vantage point is the best way to frame for them a different way of thinking," McKee writes. [] [Read more]( from Steve McKee on SmartBrief on Leadership [] Smarter Communication [] [Drowning in email? Ignoring them could be costly]( When you find yourself behind on replying to email, send a quick note acknowledging that you received it and politely ask for more time to reply, writes Shari Harley, founder and president of Candid Culture. When people don't receive timely replies, they begin to wonder why and "make stuff up," Harley writes, which can damage your reputation. Full Story: [Candid Culture]( (1/29) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: It's OK to be running behind, taking time off or needing more time to formulate your reply email. "Simply let people know the true status," Harley writes. [] [Ask these questions to create high-performing teams]( Build a high-performing team by asking these 10 questions, including how to leverage strengths, what are the challenges the team faces, how best to support each other for optimal collaboration and how to use feedback to improve performance, writes Lolly Daskal. "[I]t's important to establish clear communication channels and protocols, regularly check in with one another, and actively listen and provide support to one another," Daskal writes. Full Story: [Lolly Daskal]( (1/31) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Taking time to have these 10 important conversations with your team can help you identify challenges, team-member strengths and the best ways to communicate with each other. This can help develop solid relationships, efficiency and a unified goal, Daskal writes. 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Full Story: [Atlas Obscura]( (2/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew Since taking over the job of editing this Leadership brief, my email has exploded -- as I'm sure you can imagine. It's always challenging to answer email in a timely fashion when you get so much of it, so [Shari Harley's advice]( hits home for me today. If you've emailed me, and I haven't yet replied, forgive me! I'm getting to it quicker with Harley's advice. What about you? How do you handle email? Do you try to reply right away or does your email account "nudge" you days later when replying has slipped your mind? [Tell me about it](mailto:candace.chellew@futurenet.com). (And I'll try to answer promptly!) If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? 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