One of the important things is that you need more than one [candidate], and to have them inside your company.
—Andrew Robertson, president and CEO, BBDO Worldwide
It was Levy’s succession planning that led to the creation of Directoire+, an internal pool of senior executives who could be groomed for the top job. In the years prior to the appointment of Sadoun, another successor had been identified and was being prepared to step up. But the board and nominating committee ultimately rejected this person.
“I know too many former CEOs who were looking at the first steps of the successor and saying, ‘I’m not sure I would do things that way,’ and that is the worst thing that can happen,” Levy added.
Robin Bonn, founder of management consultancy Co:definery, has seen people rushed into leadership positions too soon before they have the experience and understanding of managing and motivating a team, not to mention the pressure and time the job demands.
“It’s not like back in the day when you could demand discretionary effort from people by giving them a free pizza when you need to work overnight on a pitch. But that kind of hamster wheel thing, it’s not something that younger leaders are willing to accept,” he explained.
BBDO Worldwide president and CEO Andrew Robertson oversees a network of global agencies, most with their own CEOs based all around the world, hiring around 15,000 employees, with many locations led by country CEOs.
“If you’ve identified somebody you think could be a potential successor for a key role but they’re working in another agency, then what we expect to do the next time we review these plans is say, ‘Well, where are you on trying to bring that person into the company?’” Robertson said, who has implemented a “Drop Dead Succession Candidate” rule for every CEO to identify three candidates as part of the potential next generation of leadership.
“One of the important things is that you need more than one [candidate], and to have them inside your company, because the more experience they have of you, and you have them, the more likely it’s going to be a successful succession,” Robertson explained.
Levy also offered advice on the transition stage when a new leader begins to step up and take control of the business.
“The duty of the board and the duty of the former CEO, should they stay or not, is to make sure that transition and succession is working well,” he said. “The board has a huge responsibility, and they must entrust the successor. They must give room for mistakes. They must give the time for proof, and the former CEO has to pave the way and feel responsible for the success of the successor.”
