Predecessor, "Hey, here's all my files in the google drive. Read it and we are done with our transition." Successor, "Okay." ...silently... "There's this thing that my predecessor did badly, I wanted to change. I wanted to leave my legacy." Alert! This is not how transition works. Here's personal sharing based on experience. For detailed transition plan and support, MCVP Organisation Strategy and People Management will work on it. 1. HELP YOUR SUCCESSOR UNDERSTAND WHO THEY AREUse multiple techniques to ensure your successor is able to answer these two questions,
How? You can give assignment for your successor to get feedback from a few people he or she worked with recently. And there are multiple ways that Mr.Google can show you. 2. UNDERSTAND YOUR SUCCESSOR'S VISION, AND WORK TO CLOSE THE GAPAsk simple questions like, "How will AIESEC in Langkawi looks like in the end of your term?", "What is the one battle that your term will fight?" Help your successor to understand the previous and present state of the entity, and your vision in the beginning. Then, work alongside your successor to close the gap so that your successor can achieve the vision. Case Study: Joanne's (MCP 1415) main focus is to drive actions in our membership, Hanne's (MCP 1516) main focus is to explore possibilities and innovate... what's John's focus? Membership capacity it is. We identify the gap (e.g. Membership still rely a lot on MC, we haven't implement customer flow) and start preparing for the future. Understanding this, in February 2016, we start educating the network on customer flow (for the first time) and change the way we run conference (less spoon feeding and ask more questions for members to think) to prepare for that. 3. LET YOUR SUCCESSOR LEAD"We can share experiences as story, but people will not be able to feel unless they're allowed to experience it. The first step to learn to be a leader, is to lead." Simply telling your successor what they need to do as LCP is not enough. That's not developing their potential. Instead, you must help them to lead well. Here's 5 steps equipping process by John C. Maxwell:
Start plan out the journey you wish your successor to go through. How fast you can enable your successor to go through step 1 - 4 at least in the next 1.5 months? 4. CHALLENGE TO IMPROVEGive some leadership challenge to prepare your successor. It can includes:
The most important element in this part is follow up. As predecessor, you need to have follow up after giving challenges. Sit alongside with your successor to identify what he/she learnt out of the challenge. Hope this sharing can help you to kick start your transition journey. Shall you have more tips, let me know and I'll invite you to write for this space.
Regard, John Lau
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AuthorIf you're writing the story of your life, don't let others hold your pen. Archives
November 2016
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