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Three Envelopes Left By CEO

2010/12/25 17:02:00 38

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Three Envelopes Succession Management Positions

You must know the story of the three envelopes of the executives? A retired CEO gave his successor three envelopes.

"If you have problems that you think you can't solve, open these envelopes before you submit them to the board.

Please believe me.

He told her.

Less than 4 months later, the sale of the company had unexpectedly decreased dramatically.

The desperate new CEO went to the desk and took out the first envelope and opened it. It read, "blame your predecessor."

So, when talking to analysts, she cleverly and strongly accused her predecessor of the root cause of the sharp drop in sales.

Wall Street and the media responded well to her outspoken remarks.

Sales are picking up again and the problem is solved.

About a year later, when an important global product had to be recalled, sales fell again.

The CEO quickly opened second envelopes: "reorganization."

The reorganization was quickly completed and the company was able to revive.

In second years, both sales and profits grew.

A major acquisition was successfully completed.

Share prices soared.

However, an unforeseen personal crisis threatened the board's support for the CEO.

She walked into the office and tore third envelopes: "prepare three envelopes."

In addition to smiling, where are your three envelopes? What kind of information will you prepare for your successor? But a better case is: what kind of letters are waiting for you when you get promoted? (you have been promoted, haven't you?)

If you have to write a 300 word note to someone who will take over your position tomorrow, what will you say? Is it revealing more information about your work, talking about your role, talking about your colleagues and subordinates, or talking about the challenges you face?

Or write yourself?

OK, now let's add a little bit to this matter: will you put your sticky notes on the intranet of the company to make you feel at ease, or will you know that the contents of your "three envelopes" will be made public and forced to rewrite?

Next, we weigh this question: if possible, who will you see?

Three envelopes

What is the impact of "pparency of three envelopes" on people's interactions and expectations in your working environment?

As people assume more responsibilities and responsibilities,

Succession problem

It has become more challenging. This unpleasant reality has led to these problems.

Nowadays, almost everyone has more work and more responsibilities.

In such an environment, succession planning is becoming more and more important.

However, what I see is that people have greatly underestimated this reality.

In terms of job evaluation and input in professional competence development, people's concern for individuals and their performance is much higher than their attention to their roles and their changing responsibilities.

Is that bad? No, of course not.

However, the emphasis on individuals has better disseminating their "invisible knowledge" for leaders and managers (tacit knowledge, also known as "implicit knowledge"), which refers to all kinds of tacit knowledge which exist in individual organizations and enterprises at all levels of organizations, which are difficult to standardize, difficult to express and imitate, difficult to communicate and share, difficult to copy or steal, and have not yet been encoded and explicit. Meanwhile, they also create additional difficulties through the flow of knowledge and effective sharing of tacit knowledge acquired from outside enterprises, which brings additional responsibilities, while tacit knowledge enables them to play their roles more effectively.

Exploring and explaining how you grow in your work and explaining the meaning of work to an enterprise is one thing. Reorganizing these explorations and explanations to make them a guide to help potential successors is quite another matter.

For example, facts show that

Top management positions

The entry process, whether promoted internally or outside the organization, has become more difficult than before.

Although most of the views and recommendations of many HR officers and recruitment directors are admirable, these observations and recommendations are only complementary, and they can not replace the information provided by the "three envelopes" for successors.

You can read maps, listen to an experienced tour guide, and know the country roads based on years of driving experience. These three are different.

The human resources department can draw maps, and the recruiting director is an excellent tour guide.

But frankly speaking, situational awareness is more valuable than those who have experienced this environment.

I think that the reason why many people are struggling and struggling when they take up a new post or play a new role is due to the conventional understanding of the role, which is out of touch with the real need of tactics and strategic courage.

In the past, it was the first choice for people to enter the new roles quickly and thoroughly.

But today's stressful, intricate and volatile working environment needs to be more focused on communication.

This is also the reason why I need to take three envelopes seriously for inspiring inspiration when I propose to organize performance evaluation and make succession plans.

You can ask your subordinates to draft a memorandum for their successors, prompting them to articulate their own proposals for others -- those who will meet or meet unexpected challenges and those who encounter unexpected crises.

This is a "no loser" exercise, whether you or they will be surprised at your discovery.

Although I am trying to sell this way, I have not been able to allow a company to "wikify" or "webify" to "three envelopes", even though almost everyone thinks that sharing such information can enhance the visibility of the organization and enhance the harmony within the organization.

I am convinced that even a small amount of pparency can be disproportionately rewarded for morale and efficiency.

Even if it can only slightly improve the quality of succession, even if it can only reduce the risk of succession, such investment is also worth it.

Of course, it would be best if you could practice it yourself.

I had to leave a project that I had been pushing forward, and I was pleased to tell him what I think the most important thing that a successor needs to know.

For me, the ill posed office politics in this project is indeed a thorny problem. In addition, I believe that if the project condoned these disputes, the fact will prove that all efforts will not produce results. Therefore, in the spirit of the three envelopes, I finally wrote in my letter that if office politics seems to have the upper hand, then "quit and leave".

I haven't heard the echo.