Ep 35 - Leadership Pipeline: Answering "Who's Next?"
- Chad Lingafelt
- Jun 19
- 3 min read
Every successful business owner eventually faces a pivotal question: "Who's next?" This isn't just about retirement planning; it's about building a sustainable organization that can thrive beyond its founders. In a recent "Unlocked" podcast episode, hosts Lars from Calgary Lock & Safe, Tony from Assured Security, and Chad from Loc-Doc Security explored the crucial concept of developing an internal leadership pipeline to ensure seamless succession and allow owners to transition into more strategic roles.
The Owner's Dilemma and the "Messy Middle" Many business owners find themselves trapped in the day-to-day operational grind, unable to fully focus on strategic growth because there's no clear "next person" to step into their shoes. This can lead to owner burnout, limit company scaling, and create a bottleneck that hinders overall business health. The "messy middle" of management often signifies a point where current leaders are stretched thin, and identifying and developing future leaders becomes paramount.
Identifying Your Future Leaders The first step in building a leadership pipeline is pinpointing individuals with leadership potential. This goes beyond just current performance; it involves looking for specific traits and alignment with company values. Lars suggests an exercise from the book Traction: picture three people you'd clone if you wanted your organization to be perfect. Analyzing why these individuals are ideal—their character, work ethic, and alignment with company values—can help define what to look for in future leaders. This process helps identify those who "get it" and want to grow.
Addressing the Fear of Them Leaving A common concern for owners is investing in developing employees only for them to leave. While this is a valid fear, the hosts emphasized that the benefits of developing internal talent—such as stronger leadership, improved retention due to growth opportunities, and smoother transitions—outweigh the risks. By aligning employee motivations with core company values, businesses can create an environment where individuals thrive and choose to stay. Being transparent about intentions and repeatedly communicating core values helps employees self-select whether they are a good fit long-term.
Developing the Next Tier of Leadership Once identified, the challenge shifts to actively developing these individuals. This involves empowering existing managers to find their "next," creating a cascading effect down the organizational chart. Development can take many forms:
One-on-one mentorship: Direct guidance from senior leaders.
Job shadowing: Learning by observing others in higher roles.
Structured training: Focusing on key skills like financial literacy, strategic thinking, and people management.
External peer groups: Connecting rising leaders with peers from other companies (even different industries) provides fresh perspectives and external accountability, much like the "Unlocked" hosts themselves benefited from their own groups. This "new voice" can be incredibly impactful when employees might be "sick of hearing my voice" (the owner's voice).
Consistency is Key The biggest threat to any leadership development plan is inconsistency. It's not enough to kick off a program once; it requires a regular "cadence" of engagement, whether it's weekly, monthly, or quarterly meetings. Owners must commit to prioritizing this development, explaining the "why" to their senior managers, and getting them on board to ensure the program's long-term stickiness. As Lars noted, "ten years happens pretty quick" , and a well-developed leadership pipeline ensures the business is prepared for the future, independent of its founders.
You can listen to more episodes and find resources at unlockedpodcast.com.
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