Find your replacement - Ask the Coach - Brief Article

Physician Executive, Sept-Oct, 2003 by Howard Kirz

I've often heard the old management saying, "Your first priority is to recruit a successor." Is that still true? Is it true for physician execs?

Successorless in the South

Dear Southerner,

Yes and no. That old saw referred mostly to middle managers climbing tall corporate ladders in skyscraper-sized organizations. In that sense, it's probably still true. In such settings it's a good idea to quickly develop the key people under you, both for their own benefit and for the day when you spot your next rang on the ladder and don't want the absence of a quick replacement to be an impediment.

It's also probably true for today's physician execs, although maybe for a different reason. The management ladder for physician executives doesn't have many rungs on it and the opportunity to directly choose your successor is not all that common. A better reason for developing the people around you is that it will improve both your organization and your life.

Today's complex health care organizations generally perform best when there's a high degree of "ownership" by people throughout the organization. The more people learn, understand and develop skills, the more likely they'll make significant contributions and the more likely that you'll all succeed together.

From a physician executive career point of view, developing the leaders around you assures your ability to field a strong team, delegate effectively and escape whenever you need to--whether that escape is to the golf course on weekends or to a new job some day.