As published in the Winnipeg Sun. Some search consultants call it “sudden death overtime” - when panic sets in and leaders are forced to face a highly stressful situation when a CEO suddenly leaves an organization. Just like in sports, the pressure is on to maintain equilibrium, and better yet, continue to win or grow.

We all know that the sudden and unexpected departure of a senior leader can throw an organization into chaos if backup emergency plans are not in place. However, it is also my experience that many organizations including corporations, government and not-for-profit agencies do not have that all important backup plan in place. At the same time, many of these organizations will often rush the recruitment and selection of a new leader without taking time to review and examine what type of leader is needed at this stage of their business growth cycle. Unfortunately, the result is often a wrongful hire. This is particularly the case when the former incumbent has been a long term employee and the culture of the organization has been built around this person.

With this in mind, what do I recommend? First of all, always have a backup, emergency plan. Identify who within your organization can immediately step into the leadership role. Confirm what supports that individual will need during the transition period. Can your internal person handle a new full time job plus their own tasks? Are there other individuals to whom their work can be delegated? Can a board member step in and act in an operational role for a short period of time? If not, is there anyone in your network, perhaps a former employee and/or a retiree who could step into the role?

While I recommend a backup emergency plan, I also suggest that a succession plan for every single role in the organization be created.  This is simply a matter of identifying individuals who can fill specific jobs immediately upon request and identifying those who would need support and/or further training. Once this is identified, make plans to develop these individuals so they are ready when needed. If this succession plan is in place, then it can act as your emergency backup plan.

Planning is only one part of the emergency aid process. You must also have a communication plan. Determine what is to be said to staff and when. Prepare a question and answer checklist so that all managers are speaking from the same song sheet. Determine what information needs to go out to other key stakeholders, investors, vendors, and customers. Create a communication strategy to meet the needs of each of these groups.

The key role of the interim leader and the organization is to disseminate the message that while the loss of the leader is shocking, life at the organization is “business as usual.” In other words, the leader needs to maintain stability and ensure all stakeholders that things are indeed under control.

While some advisors may suggest that you should communicate that plans are in place to find a successor, I advise my clients to take their time. Let the organization stabilize, sit back and determine where you are going and what key leadership competencies are now required. Where is the organization in its life cycle? How are things changing in your industry? What challenges is the organization facing and what skills will be required in both the short and long term? What opportunities can you take advantage of now that there is a vacancy at the leadership post?

While the sudden death overtime can be shocking and cause some disarray, it may also provide positive opportunities for change. No matter what, this type of loss is best handled through both an emergency backup and a succession plan.