During the past several years, our profession, like many others, has identified the need for an orderly and effective transition of leadership to the next generation of professionals as a critically important business issue. While much attention has been focused on this issue recently, the need to attract, retain and develop human capital in an organization is not a new issue. So why do so many organizations continue to struggle with the recruitment and development of the next generation of leaders?
I contrasted the differences between succession planning and transition activities with respect to leadership development in my February 2013 blog, Succession or Transition – You Choose. Succession planning is long-term focused. It is developing a culture and processes that enable you to attract the best and the brightest to join your organization, investing the time and personal energy to clearly define the personal characteristics, competencies and experiences necessary for these individuals to take full advantage of their career development opportunities, and then providing them the training and tools for success. Simply put, if the goal is filling the pipeline with future leaders, “begin with the end in mind.” By contrast, transition planning focuses on the orderly redistribution of leadership responsibilities to ensure the continuation of short-term activities.
For CPAs, the dilemma continues to be finding the proper balance between the development of the technical skills our professionals must possess to effectively serve our clients and employers, with those business or career success skills necessary to effectively lead the efforts of others in meeting the needs of clients and our organizations. Recent surveys and studies have shown that they two are considered equal in importance and critical to your future success.
With the increasing complexity of the business challenges facing our clients, and the need for greater responsiveness to these challenges, simply meeting the technical development needs of our people is a struggle for many of us at times. If this is the world we live in, how do we make the shift or find the time to address the leadership development of our team? I believe taking advantage of the many resources the CPA Center of Excellence® has to offer will greatly help in meeting the leadership development needs of our profession’s future leaders.
The CPA Center of Excellence® is advancing the CPA profession’s critical success skills through education, assessment and knowledge sharing. The Center offers a variety of tools, resources and creative educational opportunities to improve those skills in order to meet future client, employer and environmental needs and demands. The Center emphasizes a competency-based learning model and intelligent collaboration designed to assess your team’s current mastery of these critical competencies, and a road map to address the knowledge gaps identified to provide for long-term career success.
I believe the CPA Center of Excellence® is the greatest member benefit to be offered during the 20 years I have been a member of the Indiana CPA Society. If you agree succession is an important issue for your organization, and the development of your people is vital to addressing this issue, I encourage you to explore the resources available through the CPA Center of Excellence®. As with any important initiative or undertaking, remember “begin with the end in mind,” and that there is absolutely no reason “to reinvent the wheel.”