I had a rare, unexpected and completely random treat a few weeks ago – forty-five minutes of informal conversation with Sandy Weill sitting in an airport lounge. When the people at the Red Carpet Club denied Mr. Weill entry, I offered to host him as a guest, and was sharply reminded by the staff that guests must “enter, leave and stay with the member.” Mr. Weill took the directive to heart in every way, and graciously offered his opinions on leadership, travel, and succession planning. He is, in every sense of the word, a mensch.
Steve Jobs had stepped down as Apple CEO just earlier in the week, and Sandy and I talked about how Apple went through a variety of phase transitions around of its Chief Executives. We moved from that somber topic onto succession planning, something that I had witnessed firsthand at Sun, and in which he had deeply participated while at Citibank. He said some nice things about Scott McNealy, again, heartfelt and sincere after more than ten years since their last meeting.
Here’s what I took from our chat-with-cheap wine: Stick to the facts when evaluating a peer’s performance. Compliment people you respect whether or not you agree with them and their decisions, because you respect their decision making process and execution. Share personal details to add color but do not boast. Taken together, those rules of executive discource frame reflections on how institutions – companies, universities, associations – change over long periods of time.
Succession planning isn’t hoping that your successor is just like you; it’s finding a leader who figures out how to amplify his or her vision through the senior staff. The successor’s words and actions need to resonate and reverberate through the halls of the company. It’s more music theory than organizational theory; it’s about blending in a new voice in a complex harmony.




