Maestro reflects the conductor of an orchestra, whose primary role is vision for what can be, rather than administration of what is. This perspective and contribution becomes especially important for a leader in her/his Third Turn, planning for transition in context of the preceding leadership chapters:
No. The experience would benefit any leader with P&L responsibility who wants to plan for transition and future value in that context; or for a leader who has already stepped away from the organization and wants to focus attention on developing their own post-succession Third Turn purpose and plan.
Bottomline, the most ideal time is prior to succession being an actual event--with time to incorporate critical elements like planning for future value, knowledge transfer, continuity and legacy, as well as identifying a successor.
Ultimately, all key stakeholders are factored into the process, in keeping with the unique needs and dynamics of the organization. While succession strategy might start with the leader/founder, the board and the senior team become involved eventually. In some cases, succession planning might be initiated by the board or even by investors or potential investors.
What is the value of the business/organization now? What value is anticipated five or more years out? How much value might be lost if this is not managed well? The ROI is reducing any loss in value and strategically planning for anticipated increases in value.
Most leadership transition planning and implementation processes run anywhere from 3-5 years if well-constructed and implemented; some progress more slowly, some faster. The 4-year process provides a general mapping framework that includes:
Ultimately, this cohort experience is a highly personalized (versus prescriptive) journey because, quite honestly, each succession situation is inherently unique. If planning is already underway, it is a great time to start this program--to organize the effort and make sure nothing is being overlooked. For a founder, 10 years out may not seem too early. Someone who is working at this further in advance is in a great position to have a longer and more purposeful run as a Maestro-level leader.
Cohorts are starting on a continual basis, launching any time six or more people are ready to begin.
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