When you suddenly learned that a key staff person just got a serious medical diagnosis and was going to be out for an extended period or that their spouse just got offered their dream job out of state, would you be ready? There are a variety of ways to get started with succession planning that prepare the organization. These include emergency back up planning, departure-defined planning, and shifting to a model of shared leadership.
Are you ready for an emergency?
Have you determined who will step in on a temporary basis if your leader is out suddenly? Include both board and staff roles in this planning, not just your CEO role. Do you have someone designated to step in for each of the roles on your leadership team?
Once you have the ‘who’ determined – will they know what to do? What documentation do you have on the projects and processes they manage? If the person has been in the role for a long time, asking them to write everything down rarely works. Have another staff person or volunteer interview that person and then write up what they heard. This gives the person something to react to and likely they will identify gaps to fill in.
Are there ways you can do cross training? Nonprofits are usually pretty lean and rarely have much duplication built in. How can you ensure that your staff knows what colleagues do and what key priorities are coming up? When you do have to ask a staff member to double up and do more than their job, how can you reward them for that extra effort?
Run a fire drill
I recently heard of an executive who decided they were going to run a fire drill to see whether their emergency succession planning was sufficient. She would call a person on her executive team and tell them not to come in, not to check email or respond to inquiries – could the designated staff manage on their own? What did they still need to learn? This real time exercise puts these questions to the test.
Planning for a departure
When your executive or someone on the leadership team know they are planning to leave in a defined amount of time, you can plan ahead. This is typically in the case of retirement and often the time frame is between 1 year to 4 years. Preparing for this process has multiple stages and I discuss each of these in these posts:
Should I stay or should I go?
Even though an executive may be planning to leave – they may be ambivalent about leaving. This may mean that they give mixed messages about their plans. As their feeling shift between excitement for new possibilities and fears about the future their timing may fluctuate. This is often especially true for leaders who are founders or have been in their role for a long time. Their identity may be caught up and entwined with the role. Thus they may have a hard time letting go even though on most days they feel they are ready. A coach can help a leader work through these feelings. This can help keep the organization’s anxiety at a minimum by getting clearer about their intentions.
Planning for succession can feel challenging with all the immediate demands of work. Yet it is just a matter of when a succession will make this more urgent. Emergency planning and documentation is a good place to get started.
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