{"id":1004072842,"date":"2013-05-14T11:57:11","date_gmt":"2013-05-14T19:57:11","guid":{"rendered":"https:\/\/www.commercialsearch.com\/news\/?p=1004072842"},"modified":"2022-12-07T22:07:03","modified_gmt":"2022-12-08T06:07:03","slug":"whos-up-next","status":"publish","type":"post","link":"https:\/\/www.commercialsearch.com\/news\/whos-up-next\/","title":{"rendered":"Who\u2019s Up Next?"},"content":{"rendered":"

By Barbra Murray, Contributing Editor<\/em><\/p>\n

\"\"<\/a><\/p>\n

What do Boston Properties, The Related Cos., Agree Realty Corp. and even newbie Steadfast Income REIT have in common? They are pursuing succession planning. While it is not an uncommon occurrence, nor is it commonplace. \u201cTrying to convince somebody that it\u2019s the right thing to do is kind of like trying to convince somebody to eat vegetables\u2014it just doesn\u2019t work,\u201d attests Nancy Picard, owner of management psychology firm Picard L.L.C.<\/p>\n

And even executives that are keeping it in mind may not openly discuss their concerns, outside the company or in. Noted Picard, \u201cSome companies think, \u2018That would be private. It might show our position in the market. It might send up our salaries. It might create internal competitiveness.\u2019 There are all kinds of reasons not to disclose.\u201d<\/p>\n

In the early months of this year, the commercial real estate industry saw more than a few announcements of promotions and new hires to fill top positions, from president to CEO, that were vacated for a variety of reasons.<\/p>\n

At LaSalle Investment Management, there had been no rumblings about the CEO of the Americas position before Peter Schaff revealed in 2012 that he would retire from the post after nearly 30 years with the company.<\/p>\n

\u201cWe began a succession strategy for the CEO position when Peter announced he was stepping down,\u201d said Stefanie Murphy, global corporate communications director. According to a few news outlets, global CEO Jeff Jacobson wrote in a note to investors: \u201cWe are carefully considering internal and external candidates for North America CEO in order to identify the best leader to take the firm forward.\u201d Last month, LaSalle announced that it had chosen HSBC\u2019s Jason Kern, a managing director & head of the Asia-Pacific Real Estate & Lodging Advisory Group, as the \u201cbest leader\u201d for the job.<\/p>\n

In February, LaSalle had publicized another replacement: Elisabeth Stheeman, most recently COO in Morgan Stanley\u2019s investment banking division, focused on real estate and natural resources, would become global COO upon Kim Woodrow\u2019s retirement at the end of 2013, following 31 years of holding the title. Stheeman joined the LaSalle team in April to commence the transition process.<\/p>\n

When Boston Properties announced in March that Owen Thomas, then chairman of the board of Lehman Brothers Holdings Inc., had been tapped to serve as the REIT\u2019s new CEO, the news came as both an expected event and a surprise to the industry. Co-founder Mortimer Zuckerman, who had occupied the role of chairman since Boston Properties went from a private entity to a public company in 1997, had added the position to his duties in early 2010, following the death of then-CEO & co-founder Edward Linde, his friend and partner of four decades. When Zuckerman publicly announced Thomas\u2019 hiring, he reiterated that selecting just the right individual to take over the CEO role had been a matter of great importance for the last three years. The shocker was the fact that the torch was not passed on to president Douglas Linde, an executive at the company since 1997 and Ed Linde\u2019s son.<\/p>\n

Quite frequently with real estate companies, public or no, it is a family affair. But even when Junior or the cracker-jack daughter long groomed by dad takes over one of the top positions, the process entails so much more than bloodlines and qualifications. It is probably not something that most corporations would document on paper, but one of the major issues to be taken into consideration with succession planning is \u2026 feelings.<\/p>\n

And that is where the business of psychology comes into play. It is the board that usually is tasked with the responsibility of guiding a company\u2019s transfer of power.<\/p>\n

\u201cYou (have to consider) what is the right process, but how do you respect the dignity of the individuals involved, because if you don\u2019t respect their dignity, the process will founder,\u201d Picard said. \u201cIt\u2019s not just business as usual when you\u2019re working with a founder. It\u2019s the person\u2019s entire life. So you have to be vigilant that you don\u2019t inadvertently violate what that person is expecting from the process. That\u2019s when you call a psychologist, because you\u2019re thinking, \u2018We\u2019re in territory where we understand that something very deeply personal is at stake here.\u2019 \u201d<\/p>\n

To Tell or Not to Tell<\/strong>
\nSince many companies will not put their cards on the table for all the investment world to see, it is anyone\u2019s guess just how many companies are, indeed, calculating who should be next up at bat.<\/p>\n

In January, a rumor circulated in the press that Bruce Ratner, founder, chairman & CEO of real estate developer and operator Forest City Ratner Cos., would step down as CEO and MaryAnne Gilmartin, executive vice president of commercial real estate and development, would replace him. Forest City later issued a statement that was a non-denial denial of the rumor but a proud admission of its planning practices: \u201cThe company emphasizes that any such announcement and change in leadership, when appropriate, would be the result of ongoing succession planning that the company undertakes continuously and as a matter of course.\u201d
\nFor any company, there can be legitimate reasons for maintaining a certain level of secrecy on the matter of who will follow whom to the top. On the other hand, there are advantages to your best and brightest keeping an eye on their colleagues\u2019 accomplishments. Ella Shaw Neyland, who became president of Steadfast Income REIT in 2012 following a year as a member of the board and as the audit committee chairman, thinks so. \u201cI think competition is good and we have healthy competition within the company because everyone wants to do well. It\u2019s really not a destructive competition.\u201d Neyland sees succession planning as a four-pronged pursuit necessary even for companies like Steadfast, which has amassed a portfolio of more than 7,600 apartment homes since its IPO in 2010.<\/p>\n

\u201cWe have shareholders, we have customers\u2014which in our case are residents or apartment communities\u2014and then we have associates, the Steadfast team. So succession planning is an important part of the approach to the three stakeholders we have.\u201d Neyland describes the strategy as a find-grow-groom-promote approach. \u201cFirst is hiring the right people. There\u2019s a lot of experienced, talented people out in the job market, so when we hire those people, we\u2019re looking for the DNA of a successful associate; we want somebody that\u2019s got the initiative, the intelligence, the integrity, the experience and the energy.\u201d The second step is giving associates a wide scope and opportunity to learn the company, and step three entails promoting or harvesting the talent within your own organization.<\/p>\n

The final step can be described as acting on the culmination of steps one through three. \u201cI think if a company has not successfully executed on those first three steps, the concept of succession planning doesn\u2019t make sense,\u201d Neyland asserted. \u201cGrooming almost everyone for a future, for an opportunity within the company\u2014that naturally leads to us being able to, when the time is right, pick someone for a succession plan. Hopefully, a company has a hard time doing that; hopefully they have multiple candidates.\u201d<\/p>\n

However, there is no surefire method\u2014not even nurturing talent inside a company\u2019s own walls. \u201cOur goal would be to pick the right person, and if that means going outside, we would go outside,\u201d Neyland said. \u201cFollowing through with these four steps, we\u2019re hoping that we\u2019re going to have a multitude of people in the organization who are qualified to do that. But we\u2019re a public company with lots of shareholders, and the board\u2019s going to do whatever\u2019s best for the company.\u201d<\/p>\n

Whether you cultivate internal talent or eye outside rising stars, it really is never too early to at least consider laying the groundwork for what will ultimately be an inevitable process. But in most cases, there are no hard and fast rules.<\/p>\n

On the other hand, too long a wait risks unpleasant consequences. \u201cOften, companies reach out for external guidance when there\u2019s been an internal event or an external event,\u201d according to Picard. \u201cThe internal event is usually that there\u2019s been a failure in their own processes, and an external event is some real estate company just goofed up big time and it\u2019s all over the press.\u201d<\/p>\n

Earlier this year, Agree Realty Corp. revealed that Joey Agree, president of the company and progeny of its founder, Richard Agree, would follow his father as CEO. \u201cWe feel it\u2019s a board\u2019s responsibility to be sure that the company is in the best position to prosper and survive in the future regardless of what happens with respect to a CEO,\u201d said Michael Rotchford, chairman of the company\u2019s nominating and governance committee and an executive vice president with commercial real estate services firm Cushman & Wakefield Inc.<\/p>\n

\u201cEvery day, there are opportunities for accidents to happen, there\u2019s the opportunity for changes in life that would require people to change their position in a company. If we are not set up to have the best talent going forward, we\u2019re not doing a great favor for our shareholders. In the Agree situation, it was very important to the board to think about succession planning. And as a result, we have a great CEO going forward.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Best practices for a successful succession strategy.<\/p>\n","protected":false},"author":969,"featured_media":1004072845,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[37301],"tags":[],"class_list":["post-1004072842","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"\nWho\u2019s Up Next? - Commercial Property Executive<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.commercialsearch.com\/news\/whos-up-next\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Who\u2019s Up Next?\" \/>\n<meta property=\"og:description\" content=\"Best practices for a successful succession strategy.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.commercialsearch.com\/news\/whos-up-next\/\" \/>\n<meta property=\"og:site_name\" content=\"Commercial Property Executive\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/CPExecutive\" \/>\n<meta property=\"article:published_time\" content=\"2013-05-14T19:57:11+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-12-08T06:07:03+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.commercialsearch.com\/news\/wp-content\/uploads\/sites\/46\/2013\/05\/Whos-next.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"397\" \/>\n\t<meta property=\"og:image:height\" content=\"640\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Barbra Murray\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@cpexecutive\" \/>\n<meta name=\"twitter:site\" content=\"@cpexecutive\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/\"},\"author\":{\"name\":\"Barbra Murray\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/#\\\/schema\\\/person\\\/d1edda962dd3af55af8a203870f9fc32\"},\"headline\":\"Who\u2019s Up Next?\",\"datePublished\":\"2013-05-14T19:57:11+00:00\",\"dateModified\":\"2022-12-08T06:07:03+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/\"},\"wordCount\":1568,\"commentCount\":0,\"image\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/wp-content\\\/uploads\\\/sites\\\/46\\\/2013\\\/05\\\/Whos-next.jpg\",\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/\",\"url\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/whos-up-next\\\/\",\"name\":\"Who\u2019s Up Next? 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