How do we fill his boots now he's gone?

If you live in New Zealand or Australia, and have even a passing interest in rugby, you'll know that Robbie Deans, one of New Zealand's finest coaches (if not the finest - but that debate has filled plenty of other blogs) has said his farewells to the Crusaders, the most successful team in Super Rugby history.

Just in case you've been on a clandestine trip to Mars, suffered radio failure and missed the news while you were away, the ultra-successful coach of the Canterbury-based Crusaders, after missing out on his dream job of coaching the All Blacks up to the 2011 Rugby World Cup (even more blogs), has been lured - 'snapped up' might describe it better - across The Ditch to coach the Wallabies for the next four seasons.

Actually, this week's post has nothing to do with rugby. What caught my eye was a comment last week from Hamish Riach, the Crusaders' CEO, that Deans would have no say in choosing his successor. And the controversy that this has caused.

Surely, goes the argument, Robbie's been so successful that he should have a hand in picking his successor? Well, I agree with Hamish. However great a coach, or a CEO, or a Board Chair has been, you never, ever, want a clone to replace them. The people who will be held accountable for the success of the new appointment need the freedom to make their own choice. Certainly, let them consult the person who's leaving (more often I've seen the departing leader offer their opinion anyway), and let's have, preferably, a couple of people being groomed to take over when the time comes. That's just prudent succession planning.

But, come selection time, all bets and promises are off the table, and the Board's Appointments Committee must have a free hand. Usually the biggest mistake it can make is to try to find someone in the same mould as their predecessor ('...to carry on the legacy...'). This fails for two reasons: the new person will almost inevitably fall short of expectations (and unfair comparisons), and, secondly, the departure of a key person gives the Board an opportunity to look at what type of person we need for the next few years - rather than slavishly continuing what has worked over the last five or eight.

So, Robbie, I don't know what you think of this - if you've had time to think about it at all in your new job. But my instinct is that the Crusaders have already shown what makes them successful, in making yet another good call: brave management decisions are all part of the mix. I won't be in the least surprised to see the Crusaders continue their winning way, whomever they appoint to fill Robbie's boots.

And, living in Wellington as I do, it hurts me to admit it.