Succession PlanningA Biblical Charge and Management Necessity

Prepared by: Elaine Oxamendi Vicet

1 Kings 19: 9-21 God told Elijah to take on his successor, Elijah called Elisha and Elisha joined him as an apprentice. (Apprenticeship)

Ex. 24:13 Moses took on Joshua as his assistant and Joshua was sent on missions. (Shadowing)

Mark 13: 13-14 Jesus called his Apostles and told them to be with him. (Understudy)

1 Tim. 1: 18 Paul identified Timothy as a potential leader, it was confirmed by the Spirit. Paul taught Timothy, and modelled good leadership. (Modelling)

Scripture supports Succession PlanningSource: Christian Worldview, Biblical Succession: Sunshine, G: May 2012

Effective leaders: Plan for when they can no longer lead.

Identify and prepare successors.

Are lead by the Spirit in their selection and seek spiritual confirmation.

Prepare the successors.

Spend time with them.

Model leadership.

Assign them responsibility.

Supervise their work.

Mentor them.

Lessons from Scripture

Henri Fayol (1841-1925), French pioneer of management history, was among the first to recognize and document the universal organizational need for succession planning. (Rothwell, 2001)

Marketing Week magazine (2005) said, “Choosing a successor-in-chief is one of the most important decisions made by any organization, whether it is the cardinals in Rome selecting the next Pope or the United Kingdom wondering if the appointed successor is up to the job of King.” (p. 24)

Distinguished economist Clifton R. Wharton Jr. (2005) said, “One of the greatest dereliction of leaders is their failure to prepare or nurture their successors.” (p. 270)

Management Views

Succession planning has been defined as “a deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement.” (Rothwell, 2001, p. 29)

The value of succession planning in today’s modern organization is that it ensures “the continued survival of the organization depends on having the right people in the right places at the right time.” (Rothwell, 2001, p. 8)

A succession planning process is most effective when it is a “systematic effort that is deliberately planned and is driven by a written, organization-wide statement of purpose and a policy.” (Rothwell, 2001, p. 23)

The impact on organizational continuity would be devastating if a successor was suddenly required and none had been identified.

What is Succession Planning?www.regent.edu/acad/sls/publications/journals/leadershipadvance/issue_7/succession_planning_henderson.htm

Have a job description. Know the job.

Observe individuals. Review performance evaluations. Identify potential candidates.

Develop and communicate career paths to each individual. Establish development and training plans.

Establish career paths and individual job moves, rotation. Create a schedule.

Formalise plan and communicate upward and laterally concerning the management organization.

Create a more comprehensive human resources planning system. (Rothwell, 2001, p. 9)

Basic Tenants of a Succession Plan

Conduct a job analysis: determine the key functions, responsibilities, the critical tasks.

Identify and construct a character profile.

Develop skillset required for job.

Examine existing management and supervisory pool: review job performance reviews, observe, talk, walk the job, consult.

Ascertain peer review of possible candidates.

Steps for Immediate Manager in Planning the Succession Plan

Meet possible candidates, share with them the concept of succession planning and their role.

Determine willingness and commitment to the programme.

Establish the succession plan and career path.

Mentor, lead, supervise candidates.

Assign tasks that stretch, allow for group leadership and individual leadership.

Review and rank.

Collaborative selection of next in line. List is developed in descending order, with most likely to succeed at the top of the list.

Steps in Planning the Succession Plan contd.

After conducting job analysis, identify character traits that are imperative and rank (suggested).

◦ Risk taking◦ Ability to make decisions quickly and stick to it◦ Authoritative or democratic (respectful)◦ Leadership ability◦ Relational skills◦ Numeracy literate◦ Word skill◦ Analytical prowess◦ Public speaking◦ Level of cordiality◦ Protocol savvy◦ Even keeled

Constructing a Character Profile and Skillset

Design a training programme specific to individual need and one for the group need.

The training programme is planned and scheduled routinely.

This is not ad hoc neither is it personal.

Develop a Training Programme

Reflect on your own character and motive. Purge personal feelings about candidates and be open and professional.

Maintain your emotional, mental and physical health.

Freedom: Freely live by your convictions and accept others as they are, candidates may reject the offer after commencing training or at the end of it. ( it is not personal)

Learning and growth is in it for you too.

Affirm all acts of kindness, accomplishments and strides.

Remind yourself to reprimand in private. People learn from mistakes. Create teachable moments.

Always avoid negative people and nay sayers. Not everyone will agree with the choices or the plan.

Re- Examine Yourself

Trait Self Evaluation How others see you

Confident

Even Keeled: In control of attitudes (flexible and balanced)

Continuously strives to improve self and others

Ethical

Thinking before talking

Original/ Creative

Public image

Gutsy

Meticulous

Fighter for your people

Willingness to admit mistakes

Solutions Oriented

Likability

Final CheckEvaluate the Candidate and Yourself as a Leader! Use rate from standard performance evaluation form (eg. 1- 5, with 5 being the highest rate).

Re-evaluate yourself.

Review the existing job description, make sure it is current and relevant.

Identify possible candidates.

Take time now to make a plan.

Share the plan with chief report.

Talk with candidates.

Establish an implementation schedule.

Commit to the plan and schedule.

START!

Make a Plan

Guide

Robbins, A: Awaken the giant within, 1971

Benton, D.A., How to think like a C.E.O.,1996

Boone & Kurtz, Contemporary Marketing, 2008

Maxwell, J.C., The Maxwell leadership bible, 2007

Sunshine, G., Christian Worldview, Biblical Succession, 2012 www.regent.edu/acad/sls/publications/journals/leadershipadvance/issue7/succession planning_henderson.htm

Go Forth!