ii) Core Tasks For Succession Planning

. James Hall (2004e) outlines the core tasks to ease the transition in succession planning:

- diagnose the situation (provide a framework that helps leaders discern which type of transition situations they are entering in order to identify the most critical skills and strategies to be applied in their own transition)

- assess your situation and yourself (helps leaders identify potential strengths to leverage as well as vulnerabilities that could significantly impact the transition)

- accelerate your learning (provides leaders with insight into what and how to learn, in order to improve their performance)

- prioritise to succeed (helps leaders to identify early wins and establish priorities to ensure success)

- build your team (focuses leaders, who are inheriting or building a team, on initial steps to take to generate team momentum)

- create partnerships (helps leaders analyse the complex space in which they must learn, work and achieve results)

(NB Once succession planning is in place, the incumbent must be prepared to "let go of the reins" sooner rather than later. On the other hand, the anointed successor needs to give

"...due respect to the person currently in the chair. At the same time, prepare yourself for the challenges that are ahead by garnering all the stakeholders' views in a very quiet way..."

Mark Mcinnes quoted by Sue Mitchell, 2006

In summary, succession planning can be described as

"...I've run my leg as fast as I can. The challenge now is to hand the baton to someone fitter, faster and fresher who will run the next leg..."

Andrew Mohl as quoted by Narelle Hooper, 2007c


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