Force Leadership on People When You Have to

Imagine that you own a business and have poured years into the development of a successor, but the closer you get to the transition of power this person shows only moderate interest in assuming the leadership role.

Add in that this is a family member so the thought of developing another person, just in case the heir apparent changed his/her mind, was an option seldom considered at all.

Yet, here you are at a time when you figured you would have your plan solidly in place and you could prepare for the next stage of your career and life — and it’s not even close.

What would you do?

Different timetables create anxiety

John runs a business with his daughter Sonja, and for years both had been dancing around the ticklish issue of succession. Sonja was making progress in her knowledge of the business but not fast enough for John, plus she hadn’t made a definite commitment to assume the CEO position. John was past 55 and wondering if Sonja was going to take over the company or if he should just try to sell it.

John worried over his daughter’s resolve to put in the hours necessary to operate the business in his absence. He had always worked 10-12 hours a day, five days a week, plus logging some time over the weekend. Sonja usually dedicated 35 to 40 hours.

She was the lead salesperson and did a little light office supervision, and was the highest paid person in the company as John kept his salary low to aid the cash flow. In the back of his mind he questioned whether she would trade in the relative short hours and large paycheck for the greater time commitment.

Further, John felt Sonja was becoming increasingly distant and difficult to teach. In his opinion, she had “zoned him out” and just no longer listened. They had worked together for nearly 10 years, John taking her on when she was barely 20.

While the company performed adequately, John was frustrated with his daughter’s reluctance to take a more active role.

John felt he was running out of time

It would be a 3-5 year job to get Sonja ready — and perhaps even longer to be completely ready — so John could move on with assurance that the company would survive and be able to retain talent, provide the daughter and her family with security, and pay him in retirement.

During that time he would work with her on strategic issues as she already had a firm grasp of sales, and was showing increased confidence in her managerial tasks. He also wanted to focus on expanding company opportunities and driving higher revenue. This would only be possible if Sonja stepped into the lead role and accepted greater responsibility.

He was sure that she really wanted it, but that either she was unsure of her own readiness, or she was comfortable with her hours and her income, and had no interest in changing the arrangement.

The question was how to get this done. He was at a loss to come up with the words that could motivate her.

The moment of truth

John searched for answers and they didn’t come. Finally, in the wee hours of another long night of work, with his wife and baby son fast asleep, he arrived at a stark realization. He had always been there to work whatever hours were required and to do whatever was necessary to help the company meet a deadline, and succeed. He had always worn the “go-to guy” hat, and that would have to change.

He decided to take a big risk and pulled way back on his involvement. He worked exclusively from home, only going to the office when necessary. He and Sonja communicated regularly and he supported her, but he left decisions to her that had always been his to make.

John knew that she would make mistakes, but that she and the organization would be stronger in the long run.

Sonja reacts

John’s pullback was immediate but he didn’t make a public announcement that he was giving Sonja more authority. He let the reality unfold over time and, in fact, never had a conversation with her to discuss it. Sonja accepted the added responsibility in small pieces.

John doesn’t know whether she picked up on the changing landscape and accepted it — or simply understood that her income was on the line and she had to step up if the business was to survive. Whichever is fact, her hours began to increase and she began to arrive before 8:00 a.m. and stay past 5:00 p.m.

John feels that her increased commitment has allowed her to command greater respect and more effort from other team members, which has made the company stronger all the way around.

You gotta love it when a plan comes together

Three years later, Sonja is emerging as a confident leader and taking steps to expand the company. She is launching a new division, one that John has a guiding role in, but she is clearly in the lead position and she realizes that its success or failure rests squarely on her shoulders.

John feels that she has a clear understanding of the risks involved and she is mature enough to guide the company through a difficult period if the expansion falls short of goals.

To this point it seems that John’s gamble has paid off. Words having failed him, his action in removing himself from daily operations forced Sonja to accept the leadership role.

Sometimes talent needs to be pushed

I believe that when a leader recognizes talent it should be their goal — no, maybe their duty — to move a person into a leadership role. Let them fall down so you can pick them up, dust them off and send them back in again.

If they never try they’ll never know what they’re capable of.

John Maxwell says that the most important job of a leader is to create more leaders.

Even when some people aren’t sure that’s what they want.

Comments? Do you have another perspective?