Marshall Goldsmith’s Succession: Are You Ready (2009) Harvard Business Press
This book is in the Memo to the CEO series. I previously reviewed the book by Steve Kerr on rewards and was highly impressed by Kerr’s title in the series.
The Memo to the CEO series involves very small, short books. As such, they could easily be read on an airplane or, by those so inclined, in the bathroom. The brevity is both a plus and a minus; given the length of the book there is no real depth. I realize executives are busy people, but I often wonder whether one of the problems with business in America is that our top decision makers spend so much time with Reader Digest versions of complex topics.
First, Goldsmith is a top coach and educator. He did not reach such a lofty status without being able to listen well, tell a good story, and deliver useful information in a compact form. All three of these skills are on display in this book.
The book covers the behavioral side of choosing a successor including preparing for the transition, choosing a successor (although the assumption is there is one primary successor), coaching the successor, and passing the baton. The section I found most valuable and interesting was the discussion on why Goldsmith has a preference for internal successors. I found his thoughts on internal succession to be worth the price of the book. On the other hand, if there was a missing piece, I was disappointed that there was not more attention paid to identifying the successor.
Other than the discussion of the preference for an internal successor, there is not a lot in the book that cannot be found elsewhere. However, by design, this is a short summary. I did find it odd that although the book is in the memo to the CEO series, and Goldsmith says it will be written as a series of memos, I never really did see where the book followed a memo structure. But that is a small point.
As Goldsmith admits, the book may have greatest value to the entrepreneur or to the CEO of a small company. Those individuals may not be able to afford or find a coach of Goldsmith’s quality. For those individuals, I except they will find comfort in reading this book from the standpoint of being able to say – “wow, what I am feeling or thinking is not that much different that the experience of others before me.” Sort of like Chicken Soup for the Executive’s Soul.
Overall, Goldsmith delivers an important message in an effective but still compact form.
{ 3 comments… read them below or add one }
Thank you for this very thoughtful review!
I have never done a small book like this before. It was a challenge. It has the ‘plus’ and ‘minus’ factors that you suggest – but I am glad that I did it!
I agree with you comments.
I would like to add that one of the reasons i reviewed this book is that I feel there is a lack of literature on the important topic of workforce and succession planning. I believe this book does fill a gap in the literature and I have already recommended the book to others interested in the topic.
I agree with all of Dennis’ observations and yes it was an enjoyable read. Bottom line; good common sense for the leader truly committed to best long term outcomes for their organization and its members. So, in essence, it is addressed to the “good guys/gals.”
CEOs/leaders committed to power-mongering, self-serving, egocentric rule need not apply for Marshall’s wisdom unless they are ready to change. To paraphrase some of Marshall’s message; leadership is not about the leader, its about the stakeholders. In my take the stakeholders are not just direct followers/employees/customers etc., but human society at large as well.
It seems unfortunate to me that Marshall’s message may only be heard by the self-selected. We would do well to include it in, “How to be a good human 101.”