Succession: Malika Begin Of Begin Development On How To Do Effective Succession Planning

An Interview With Cynthia Corsetti

Invest in people. What are you offering? Do they need a program? Do they need a certification? What do they need to do? Provide resources to those superstars in line for succession.

In today’s rapidly evolving corporate landscape, it is essential to ensure the continuity and legacy of an organization with effective succession planning. C-suite leaders play a pivotal role not just in charting the company’s direction, but in shaping its future leadership. By building their bench strength internally, companies can achieve a smoother transition, reduce risks, and ensure alignment with their core values. But how do seasoned C-suite leaders go about cultivating talent from within? What strategies do they employ to prepare the next generation of leaders for the helm? In this interview series, we are talking to C-suite executives who can share their experiences and insights about these questions. As part of this series, we had the pleasure of interviewing Malika Begin.

Malika Begin is a people and organization development leader and the founder of Begin Development — a business consulting firm that works with companies to build strong, healthy cultures. Built over a decade of experience in the people development space, Malika’s signature style and dedication to team health are powered by her belief that leaders who invest in their employees, excel in conflict and communication skills, and foster collaborative teams are the biggest asset to a successful organization.

Malika’s work spans that of startups and brands in tech, media, marketing, and entertainment, and her client set includes a breadth of companies from Magnite, BOND, Rooster Teeth, and CreatorIQ to SKIMs Good American, and even Delta Airlines and YPO.

Malika has her Masters in Organization Development from Pepperdine University Graziadio Business School, in addition to certifications in Gallup’s Strengthsfinder, Wiley’s 5 Behaviors, an MBA certification from Graziadio and Negotiation through Pepperdine Law’s Straus Institute. She currently resides in Malibu, California with her husband and her three boys.

Thank you so much for joining us in this interview series. Before we dive into our discussion about succession, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

For the past 10 years, I have been building out a successful career in the people development industry. I began doing leadership development with a company that had just four employees — all of the coaching I did was focused on building great teams and culture together. Within three years, we grew the remote company (before remote work was a norm!) of 120 employees and established an award-winning culture.

When the company was acquired, I developed a 12-person, 8-month leadership development program called COLLAB to help the organization scale by training more leaders with intention and design to the company goals. The next year, the company was acquired by an even bigger organization (one with three portfolio companies), and two years later, we were bought by AT&T. So, in less than 6 years, I watched as a 6-person team grew to a 200,000-person organization owned by one of the biggest telecommunications companies in the world.

Being a part of and helping to maintain a good company culture during that rapid growth inspired me to build my own thing, and shortly after the company was acquired by AT&T, I leaped and officially launched Begin Development.

Before starting Begin Development, I worked in several different types of industries ranging from media and marketing to entertainment and tech, and I grew a fondness for startups that are in the early stages of their growth.

Can you share the most interesting story that happened to you since you started your career?

Starting a business has been full of interesting moments. During the initial six months of Begin Development, I found myself without a single client. I started to contemplate enrolling in a master’s program, thinking that might help me build the business. I applied and just two weeks before embarking on business school, I secured my very first client. While it may not seem extraordinary to others, this turn of events was nothing short of astonishing for me. Being an entrepreneur means embracing the unpredictable nature of opportunities that come your way, and it’s challenging to maintain a steady pace. It felt like everything was dormant, and then suddenly, everything exploded!

Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?

One of my cherished “Life Lesson Quotes,” which I recently shared with my students at Pepperdine University, comes from Brené Brown. The quote, ultimately credited to Padmasree Warrior is as follows:

“The ability to learn is the most crucial quality a leader can possess.”

While there are numerous inspirational quotes out there, focusing on growth and the capacity to learn as the paramount attribute of a leader means that all other aspects, including effective communication and conflict resolution, have the potential to fall into place. To put it simply, it inspires me to live in a continuous state of learning, curiosity, and receptiveness to growth. Even the most ineffective leader lacking leadership skills can improve if they remain curious and open to learning.

For me, this concept came to the forefront while contemplating my personal growth and development. As a type A personality, I’ve always been averse to situations where I might not excel or may feel embarrassed. So, this quote is a good reminder to embrace the challenges and accept that I won’t be perfect at everything in my life and career. Instead of saying, “I’m not good at that,” “It’s not my expertise,” or “I’m bad at that,” I’ve made subtle adjustments to reshape my mindset when faced with a challenge. These adjustments have played a significant role in my coaching philosophy and approach. Now I say, “I haven’t learned that yet.”

What do you think makes your company stand out? Can you share a story?

Begin Development stands out for several reasons, but what sticks out in our industry the most is our delicate, yet profound approach to our clients. Unlike other companies, our contracts signify ongoing relationships centered around proven transformation. While leadership training is part of what we do, our primary focus lies in driving significant workplace culture transformation for our clients through organization development.

As a female-founded and run organization, we offer a distinct perspective compared to other companies. It allows us to engage with organizations uniquely, providing them with a clear understanding of our identity and delivering a high level of personalized attention. We don’t merely tackle individual projects; we see things through from inception to completion. Our value proposition, “development with heart,” means bringing our authentic selves to every opportunity, and encouraging others to embrace a completely new process, often uncharted territory for our clients.

At Begin Development, our ultimate goal is to facilitate transformation. Our aim is not solely to enhance working environments or cultures, but to achieve a comprehensive transformation at the individual level for our clients.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Three character traits that I believe have been pivotal to my success are hustle, generous humility, and curiosity.

Hustle for me, means not giving up in the face of rejection, persisting even when faced with setbacks, and having an unwavering belief in one’s endeavors. Without this belief, I might have given up on numerous occasions or not pursued what I truly wanted to build.

The second character trait is humility, or what I like to call, generous leadership. This is something I’ve begun to emphasize more — the quality of generosity. It’s not just about giving to those in need; it’s about approaching people with a spirit of generosity, believing in them, and not overly focusing on oneself. Generosity combined with humility is essential for success because it helps reduce ego and emphasizes collaboration and what can be achieved together.

I have a deep love for exploring new things, trying out innovative ideas, and embracing experimentation. Curiosity drives my energy and passion. If I were engaged in something that didn’t pique my curiosity, I’d likely become bored and not perform at my best. Curiosity ignites my enthusiasm, enabling me to immerse myself fully in challenging projects, work with diverse teams, and navigate complex dynamics. Therefore, curiosity is the driving force that propels me toward true success.

Leadership often entails making difficult decisions or hard choices between two good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

The most challenging decision I had to make as a leader was realizing that the core of the business couldn’t solely revolve around me and my involvement in every aspect of it. Initially, I envisioned Begin Development as my brand, where everything would be a reflection of my expertise as a consultant. However, I soon recognized that I wasn’t an expert in every facet of the business, and it was essential to bring in individuals with specific expertise to help us round out our offerings.

Honestly, it was quite a mental adjustment for me to accept that the company was more significant than just me. As it turns out, it truly was, and this realization prompted a shift in my perspective. I had to grapple with the idea that clients would work with individuals other than myself. It raised questions about how to make decisions when your brand is associated with you as a consultant, but you have a team working alongside you.

Ultimately, it became evident that the talented women I was collaborating with possessed a high level of competence and could excel independently. I needed to trust the people working with me to contribute to shaping the company I had built. This transition has been challenging for me, despite being a positive development for everyone involved.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. What does succession planning mean to you?

To me, succession planning means that you are intentionally investing in others for their growth to succeed you.

What are the nuanced challenges often faced in succession planning? What are the strategies to overcome those challenges?

Laying the foundation for effective succession planning is one of the biggest challenges companies face. It’s crucial to methodically design and implement a plan for your successors. You don’t necessarily have to select a specific individual to take over your role right away, but you should start to identify high-performing leaders and potential candidates by involving them in your responsibilities while you’re still in the role. This approach ensures a smooth transition when the time comes. Additionally, if you aim to build a resilient organization that can thrive beyond any one individual, you can create an anti-fragile structure that acknowledges no one can hold a position indefinitely. To achieve success, you must commit to the plan, and everyone involved should understand that other priorities may need to take a back seat as you build your enterprise and a plan for the leaders around you.

A lack of communication and limited perspectives also obstruct the foundation necessary for successful succession planning. To facilitate an ideal workplace environment, starting with trust is paramount. The Five Behaviors model, which we often employ with executive teams, lays the groundwork. Trust serves as the foundational element, followed by conflict — encouraging open dialogue and constructive disagreement. Commitment, accountability, and achieving results follow.

Building a healthy company that encourages growth and advancement must be a prerequisite for succession planning. It’s crucial to ask whether the company is prepared to support and sustain individuals in their journey towards succession. Is the company positioned for long-term stability? It’s essential to address the common tendency to postpone succession planning during challenging times such as crises, economic downturns, or other pressing issues. Relying solely on reacting to immediate challenges creates a reactive culture that can deter talent retention and recruitment. Succession planning is proactive and requires careful preparation. Delaying it until the moment is opportune can prove detrimental. Therefore, it’s essential to begin laying the groundwork for succession planning even when faced with pressing challenges.

I have chosen a different path. I’m building my business at a pace that aligns with the sustainable life I’ve envisioned. The people I’ve attracted to work with me also prioritize setting boundaries and shaping their lives as partners, parents, and community members. We avoid the frantic rush and constant fatigue that can result from overscheduling. This decision is undoubtedly the most challenging because it means we don’t take on every potential client, even though it might lead to faster growth. Instead, I prioritize how I want my life to look, and my business supports that vision. This approach may seem unconventional, and I’ve worried about whether it’s the right way to build a company, but it feels genuinely right, and I’m content. It’s also attracting individuals who share these values and want to work with me.

How do you cultivate an environment that not only identifies but nourishes the hidden talents within your organization? What practices have you found to be most effective?

Establishing a robust internal learning culture is paramount. While it’s beneficial to bring in external experts like myself to teach new skills and catalyze shifts in the environment, it’s equally essential for a company to foster learning from within. This means not only prioritizing teaching but also encouraging leaders to engage in regular instruction. Creating an expected learning culture where everyone teaches and learns from one another continually is crucial. Often, valuable wisdom and knowledge are compartmentalized within different divisions and individuals, not shared broadly. While it may be disseminated within departments or teams, without a system that encourages people to speak, share, write, or communicate, an internal learning community doesn’t truly emerge. This deficiency can hinder succession planning, as employees may remain confined to their specific roles, stifling curiosity, growth, and development. This culture of learning must originate from the top, driven by the CEO or company leader. Without a commitment to learning, development, collaboration, and a broad understanding of the company beyond individual roles, building a robust succession plan becomes exceedingly challenging.

What’s your philosophy on growing talent from within versus attracting external talent? How do you find the right balance?

My philosophy on growing talent from within versus attracting external talent is rooted in the belief that nurturing internal talent should be a primary focus for an organization. I firmly believe that prioritizing internal talent is a strategic advantage for several compelling reasons. First and foremost, internal talent already possesses a deep understanding of the company’s culture, values, and the specific nuances of its operations. They speak the language, both figuratively and literally, which significantly shortens the learning curve for succession planning. This internal knowledge can be invaluable, as it enables them to hit the ground running, contributing to the organization more quickly and effectively. Building rapport within a team or organization is a time-consuming process that typically takes 12 to 18 months. When we invest in growing talent from within, we already have individuals who have established relationships and trust within the organization. This pre-existing rapport can lead to higher team cohesion and productivity.

Another key advantage of internal talent development is that it fosters a sense of investment and loyalty among employees. Providing growth opportunities for existing team members makes them feel valued and, in turn, increases their commitment to the company. This reduces turnover and the costs associated with external recruitment. Research from the Harvard Business Review supports this approach, showing that internal candidates are more likely to succeed in the long run. They are familiar with the organization’s dynamics and politics, which can be crucial in navigating complex situations and making informed decisions under pressure.

Of course, there may be instances where external talent is needed, especially when specific skills or experiences are lacking internally. However, I believe in being intentional and strategic about external hires. Rushing into recruitment campaigns, whether on a national or international scale, can be risky. It’s akin to rolling the dice on whether the new hires will truly fit the organization and stay beyond the initial 18-month mark. Ultimately, I advocate for a balanced approach that combines the best of both worlds. We should make every effort to prepare our internal talent for future roles and responsibilities. When we identify individuals with the right potential and talent but lacking experience, we should invest in their development. Simultaneously, we should be discerning and deliberate when considering external hires, ensuring that they align with our organizational values and long-term goals.

What’s your approach to ensuring that succession planning is a holistic process, and not just confined to the top layers of management? How do you communicate this philosophy through the organization?

Succession planning must be communicated from the top. It not only needs to be written and spoken communication, but also something that people can see happening within the organization. It can’t just be lip service, there needs to be evidence.

If you claim that your top priority is your talent and you want to give your people all the tools and resources they need to be successful, then I need to be able to look around and see that in action. Some questions to ask yourself to ensure a holistic approach is being taken are:

• What kind of development opportunities are there?
• How are you investing in talent?
• What does it mean to grow at a normal rate versus your plan for accelerated growth?

Ok super. Here is the main question of our interview. What are your “Five Things You Need To Do Effective Succession Planning”?

1 . Identify leadership positions that you need to invest in. Who are you doing succession planning for? Which critical roles need succession planning?

Perhaps the first step is pinpointing the critical leadership positions that require dedicated succession planning. Attempting to plan for every role within the company can be overwhelming and impractical. Therefore, it’s crucial to ask yourself: “Which critical roles necessitate succession planning?” This strategic approach helps focus your efforts on the most vital positions.

2 . Identify your superstars. You can’t invest in everyone. Who are the people you see a lot of potential in? Do I let them grow on their own or do I invest in them with a plan?

The second step involves identifying your high-potential individuals — those standout performers who exhibit significant growth potential. It’s important to recognize that you can’t invest in everyone equally. Instead, focus on those individuals who demonstrate the capacity to thrive and learn independently. Consider their potential trajectory; some may naturally progress at a steady rate each year, even without direct intervention. However, for your identified superstars, weigh the option of accelerating their development through a structured plan. While they might naturally reach a leadership position in five years, with targeted investment and planning, you could prepare them for a VP or specialized role in as little as a year and a half to two years. The key here is to pinpoint your superstars and then establish a program to nurture their growth. It’s essential to put this plan on your calendar and take concrete steps to make it happen.

3 . Build a program. Get it on a 12-month calendar, no longer. What’s your vision? Do you want to design something for where you are in the market right now?

My vision for investing in people revolves around a 12-month calendar. It’s essential to avoid creating plans that extend beyond this timeframe, given the ever-changing nature of our industry and talent pool. Therefore, I aim to design initiatives tailored precisely to our current market position and the talent available to us. This approach ensures that our investments align with our present circumstances and are adaptable to the evolving landscape.

4 . Invest in people. What are you offering? Do they need a program? Do they need a certification? What do they need to do? Provide resources to those superstars in line for succession.

The next step is to define the support and resources you will provide to potential successors to foster their development. This consideration involves determining whether they would benefit from weekly one-on-one sessions, participation in a mentorship program, enrollment in a specialized leadership development course, the pursuit of a particular certification, opportunities to visit different offices or connections with key individuals crucial to their role. The specific details will vary based on our organization’s requirements and the individual’s growth trajectory, but you must provide the resources necessary to make this possible.

5 . Stop and reassess at the end of that plan and then create the next one.

I believe it’s essential to pause at the end of your developed plan and decide on the next steps forward. Accountability plays a crucial role in this process, particularly in terms of refining the plan after, let’s say, an eight to 12-month period. This pause allows us to reassess the situation and determine the next steps for continuous growth. We evaluate whether they have made progress, identify any areas that may still require attention, and then proceed to create the next phase of the plan.

Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?

Thankfully, at this point in my entrepreneurship journey, I’m not losing sleep over business concerns. What’s been occupying my thoughts the most lately, however, and although I haven’t explicitly called it succession planning yet, is ensuring the future resilience of Begin Development. This shift began about six months ago, and it represents a significant investment in my company. It wasn’t initially in my plan for this year, but I had the realization that if something were to happen to me, the entire business would be in disarray. Until six months ago, all the knowledge, client information, and key details resided solely in my head. I held all the keys to the operation. And, the earlier I can get things in a good place for the future, the better.

So, in the last six months, I decided to make the investment required to future-proof Begin Development. It’s a work in progress and there’s no guarantee of success, but I’ve taken steps to ensure that if an unexpected situation were to arise tomorrow, the business could continue without me. Six months ago, that possibility was unlikely. Today, it’s a possibility, and in another six months, it may be a certainty, thanks to the capable women I’m working with. My primary focus now is on empowering others rather than maintaining ultimate control. That involves allowing people to make mistakes, even though it may affect my brand or reputation. I’m thinking deeply about how to expand the pie so that everyone involved gets the portions they desire, whether it’s more or less. Our aim isn’t just growth; it’s about creating something that everyone can be enthusiastic about. I’ve come to appreciate the partnerships and the work Begin Development is involved in, and I’m pleasantly surprised to see it evolving beyond my initial expectations.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

A key part of my life’s purpose is to enhance the abundance in others’ lives. I genuinely believe that we all can contribute to each other’s well-being. By fostering environments where individuals feel heard, acknowledged, and valued for their unique contributions, we create spaces that extend beyond the workplace. The time we spend at work inevitably influences our personal lives, affecting our relationships with family and friends, our energy levels, and our creative potential. Cultivating an exceptional work culture collectively can bring more positivity into the world, resulting in happier individuals who thrive, invest more, and exhibit greater generosity. This, in turn, leads to the creation of more opportunities for impactful change on a broader scale.

When it comes to my involvement with Begin Development and our collaborations with local charities, high school students, and college-bound students, I believe in the power of making a difference at the grassroots level. While issues like child trafficking, hunger, clean water, and climate change are undeniably significant concerns on a global scale, I don’t want to downplay the importance of fostering positive work environments and personal growth. I believe that if individuals can better understand themselves, tap into their innate strengths, and fully embrace their true selves without reservation or self-doubt, it has the potential to transform them into impactful leaders aligned with their values. The essence of my purpose can be distilled into two primary facets: First, empowering individuals to grow into their authentic selves and move confidently and effectively in the world. Second, championing successful teams and organizations, recognizing their potential to wield significant influence. Organizations, along with policy, have the power to bring about profound changes in our world. While individual contributions matter, the collective efforts of corporations and organizations can lead to life-altering impacts on a global scale.

How can our readers further follow you online?

Linkedin: https://www.linkedin.com/in/malikabegin/

Instagram: https://www.instagram.com/malikabegin/

Website: https://www.begindevelopment.com/

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.