After some time in your business or if the heir apparent has obtained great experience somewhere eles and is coming into the business, give them a title that will let everyone know who the heir apparent is. For two reasons:
1. If you have other high level managers in the business and you know that they are not likely to become the President (top guy), you let them know so that they can either decide to stay knowing that they are not the choice OR they can go somewhere else. If they are really valuable people and you do not want them to go, tell them that. If they decide to go anyway, help them in their search by being a reference and continuing to have confidence in them.
2. People need to know what is going on and the heir apparent needs to gain the authority to go along with the responsibility of the job. Do not phase them into the job. You should have already done that in their training or experience. They either are or they are not. You will know soon enough if they get the big head over the title. If they do flaunt their position, demote them or terminate them. A very little of the big head can destroy years of building a business. Have the guts to tell them what you see and ask them(tell them) to stop and change. If they suddenly won't fwork or don't think that they should have to work as hard as everyone else, you have made the wrong choice. Now do not make the mistake of mistaking delegation for not working. Your heir apparent may be a better delegator than you are and he may have other priorities. Evaluate that BEFORE you promote him. A good delegator is usually a good manager with forward thinking and strategic mindedness.
So, give 'em the title and set them up to succeed. If their significance gets tied up in their title, they are the wrong person for the job and change it. NOW!
What do you think?
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