The crisis that is leadership succession in Kenya

By Patrick Githinji

The private and public sector has been facing mounting challenges occasioned by the massive turnover of key staff, a fact that has paralysed its operations in the recent past.

With such exits happening to both the top and mid-level employees of many high-flying companies, the topic of succession management and corporate governance has become the latest fad in the industry.

Analysts cite the sacking of Kenya Bureau of Standards (Kebs) Managing Director Dr Kioko Mange’li in 2009, which has essentially created a case of musical chairs as leaders search for his replacement.

This, the Institute of Human Resource Management (IHRM) Chairman Paul Kasimu says, is a clear indication of the chronic crisis that dogs leadership succession in the country.

"Private and public sectors are suffering from chronic leadership succession crisis," Kasimu said.

He says the only way to solve this dilemma is to employ qualified Human Resource professionals who have adequate training in broad range of Human resource processes, activities and specialists areas.

"HR professionals who are creating and instilling new organisations cultures, in which people potential is optimised, can achieve credibility by showing how HR contributes to business performance," he said.

Dan Irungu, a Human Resource lecturer at private university also points out that having a visionary at the helm can be an asset to a company. But he also points out that a visionary can be a liability.

"What happens when they fade out? Will your organisation stay competitive? Will it even be able to survive?" he asks.

He insists that filling the gap left in a company’s after the exit of a visionary leader is challenging, even with the best succession management playbook in place.

"Grooming executives is an art that needs to be planned; methodical, and targeted. The process should begin at least two years before a new executive needs to be in place. It starts with defining the purpose, priorities, and challenges of the executive-level role, and considering talent demand and supply constraints and availability," Irungu explained.

Maina Wandere, 53, an Entrepreneur who operates a tent business is already grooming his 22 years old son, Jeff Wandere, to take over the leadership of the company one day.

Wandere provides tents to Government departments, weddings and other corporates during various functions.

"I’m investing for the future. I am aging and I need to be succeeded. I go with Jeff for meetings, and for events so that he can learn," Wandere explained.

He told The Standard that he advised his son to study Actuarial Science in campus to prepare him for the challenges he would face once he starts running the business.

"The reason I chose the course for him is to prepare him to think hard. I want him to be the Chief Financial Officer, and my other two sons to be Chief Operating Officers, and I to be the chairman," he said.

The rationale behind his succession plan, he says, is to ensure continuity and viability of the business.

And the heir apparent, Jeff Wandere, insists that has the passion in business, which encouraged him to take in the family business.

"I was neither coerced to take up the post. I like the job and I want it to take it to a new level," Jeff said.

Meanwhile, Irungu called on Human Resource professionals to develop a pre-defined criterion of identifying potential successors so as to facilitate a proper succession plan. He says they also need to design targeted development plans, which include high-value experiences such as coaching, mentoring and action learning.

"Experiential assignments may include job rotations, special assignments, cross-functional assignments and stretch assignments that take the executive beyond his or her comfort zone," Irungu said.