Succession planning for ERG leaders is an important component of ERG governance, and so often overlooked. Not only does proper succession planning help to promote more equitable access to coveted ERG leadership roles, but it also helps manage the risk of ERG leader burnout and ‘quiet quitting’ by setting manageable expectations around leadership term lengths, timelines, and transitions.
Our 1-2-3 Approach provides an actionable framework for ERG leader succession planning that’s accessible, adaptable, and easy to implement.
Understanding our 1-2-3 Approach
Our 1-2-3 Approach to ERG leader succession planning consists of three core components: (1) Identifying one tangible, long-term goal; (2) committing to a two-year leadership term; and (3) identifying three potential successors. Learn more about our 1-2-3 Approach below.
1. Identifying one tangible, long-term goal
Identifying one tangible, long-term goal is an important part of the ERG leader succession planning process because it helps to pinpoint the needed skills and experience of the next leader. While an ERG may have many long-term goals, focusing on just one can help to narrow down the process into a more manageable scope. It’s also important that the chosen goal aligns with the next ERG leader’s two-year term.
Consider the following actions:
Review the ERG Maturity Model and conduct a self-assessment
Make a list of three or four goals and then refine down to one
Make a list of your ERG’s strengths, weaknesses, and opportunities, and map this against the skill sets needed in a future ERG leader
Engage with trusted stakeholders, including your executive sponsor, for guidance in identifying future goals and milestones
2. Committing to a two-year leadership term
A two-year term for ERG leaders is recommended because it provides enough time for new leaders to become fully acquainted with their position, nurture and build strategic relationships, and execute on key ERG milestones, while also helping to ensure healthy turnaround and equitable access for others who may be interested in the role. Many potential ERG leaders may be reluctant to take on a leadership role in their ERG due to a fear of being “stuck” in the role for too long. A two-year term length can help to alleviate this fear and encourage more people to take on a leadership role.
Consider the following actions:
Create a list of key strategic relationships and contacts, such as other ERG leaders or business leaders, to help ensure proper knowledge transfer when the new ERG leader takes over the role
Break down the tangible goal from Step One into small, achievable and measurable milestones
Communicate the two-year leadership expectation to potential successors and openly discuss the pros and cons of being an ERG leader
3. Identify three potential successors
When selecting potential successors, it’s important to consider the types of leadership qualities and skill sets needed to further the ERG’s mission over the coming two years. Rather than focusing on one potential successor, seek to identify a minimum of three qualified candidates to help make the process equitable. Ideal candidates should demonstrate a high level of engagement and shared ownership in the ERG’s success, possessing the needed skills to meet the ERG’s needs now and in the future.
Consider the following actions:
Create a succession committee made up of ERG members and other stakeholders to help in the selection process
Solicit qualified candidates from within the ERG and broader organization
Hold elections (if applicable) to help make sure that ERG members’ voices are heard in choosing a new leader
Host informational interviews with potential successors to share details about expectations, commitments, and what to expect; this is also a time to get to know more about them and their skills
Applying the 1-2-3 Approach
There is no one-size-fits-all approach to ERG leader succession planning. While our 1-2-3 Approach provides an actionable framework for succession planning, you are encouraged to adapt and amend as needed to meet your unique needs.
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