After over four decades dedicated to the nuances of retirement planning, Martine Ferland, Mercer’s CEO and vice chair of Marsh McLennan, is embarking on a retirement of her own. Her tenure saw the consulting behemoth achieve its most robust growth phase since 2008. Yet, as notable as her leadership in driving the company forward has been her meticulous preparation for passing the baton to her successor, Pat Tomlinson.
In the months leading up to her departure, Ferland embarked on a mission to ensure a seamless transition, a task that involved more than just handing over responsibilities. She took Tomlinson on a comprehensive global tour of Mercer’s offices, engaging in extensive weekly discussions that spanned various operational and strategic topics. This effort was designed to immerse Tomlinson fully in the company’s culture and strategy, ensuring that long-term decisions would resonate with his vision for Mercer’s future.
A unique gesture from Ferland was gifting Tomlinson a rare book titled “The Four Seasons of a CEO,” a compilation of leadership insights from McKinsey not available for purchase. This act of passing wisdom through literature is a tradition among leaders, one Ferland embraces wholeheartedly. She believes in the power of books to inspire and guide, often sharing her favorites, like “The Heart of Business” by Hubert Joly, with her colleagues.
Tomlinson, on his part, appreciates the symbolic and practical value of the book, viewing it as a guide for the initial phase of his leadership journey. While he found the first chapter less engaging, he acknowledges the relevance of the subsequent sections, especially those focusing on the critical first months of assuming the CEO role.
The global visits facilitated by Ferland were crucial for Tomlinson, particularly given his predominantly U.S.-based career trajectory. These trips were not just about understanding Mercer’s operational footprint; they were immersive experiences designed to build essential relationships and showcase the balance between driving economic growth and leading with empathy.
Tomlinson, reflecting on his influences, cites “Blue Ocean Strategy” and “What Got You Here Won’t Get You There” by Marshall Goldsmith as pivotal reads that shaped his leadership style. The latter, emphasizing the transition from direct management to influence, mirrors the advice he now finds himself passing on to others, highlighting the cyclical nature of leadership wisdom.
This transition at Mercer stands out for its depth of planning and the emphasis on continuity and alignment between the outgoing and incoming leadership. Ferland’s approach to her successor’s onboarding—a mix of global exposure, strategic dialogue, and shared wisdom through literature—sets a benchmark for leadership transitions. As Ferland steps back, her parting advice encapsulates her philosophy: for a new leader to truly take the helm, the predecessor must fully step aside, ensuring the company’s continuous march forward under new guidance.
