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STRATEGIC LEADERSHIP WORKSHOP

STRATEGIC LEADERSHIP WORKSHOP. MINI WORKSHOP SUCCESSION PLANNING. STARS CANT SHINE UNLESS THE SUN GOES DOWN. FOR PERPETUAL GROWTH AND SURVIVAL OF THE ORGANISATION EMPOWER PEOPLE BUILD SUCCESSION AT ALL LEVELS DEVELOP PEOPLE IN THE ORGANISATION TO ASSUME HIGHER AND HIGHER RESPONSIBILITIES.

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STRATEGIC LEADERSHIP WORKSHOP

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  1. STRATEGIC LEADERSHIP WORKSHOP MINI WORKSHOP SUCCESSION PLANNING

  2. STARS CANT SHINE UNLESS THE SUN GOES DOWN FOR PERPETUAL GROWTH AND SURVIVAL OF THE ORGANISATION • EMPOWER PEOPLE • BUILD SUCCESSION AT ALL LEVELS • DEVELOP PEOPLE IN THE ORGANISATION • TO ASSUME HIGHER AND HIGHER RESPONSIBILITIES.

  3. IT IS TO BE REMEMBERED THAT THE STARS CANT SHINE UNLESS THE SUN GOES DOWN. GIVE OTHERS A CHANCE AND DELIBERATELY GO OFF THE SCENE SOME TIMES ALLOW OTHERS TO TAKE CHARGE AND ASSUME RESPONSIBILITY . THE CHINESE SAYING IS : IF THE SON IS NOT BETTER THAN THE FATHER , THEN BOTH HAVE FAILED.

  4. Succession in Girl Guides/Girl Scouts Associations • The management of the Association is an ongoing process. • According to the constitution, the leadership should have fixed terms of office and will therefore change regularly. • It is essential to plan the transfer of responsibility in order to ensure continuity in the management process. • This is succession planning .......and it is vital to the effective management of the organization.

  5. Succession planning is the responsibility of National Board of the organization • Identify future leaders • Give opportunity for experience • Encourage • Mentor and support • Elect to positions of decision making • Leadership and responsibility at National level for a certain period. • Must prepare to handover to successor after the tenure.

  6. Importance • Continuity of policy and operation. • Stability and Durability. • Opportunity for people in organization. • Stimulates and motivates the members. • Fresh perspective on the problems. • Eliminates blind spots. • Anarchy ensues , in the absence of succession planning • Imperative to develop a succession plan , at all levels of the hierarchy.

  7. Choice of Successor Succession should be identified on • Leadership qualities. • Acceptable personality. • Visionary. • Human skills. • Stable personality • Senior enough to command deference and respect of others. • Belief in the mission and purpose of the organization • Have confidence of the person she is replacing.

  8. Table for selection of candidates

  9. Process of Selection All persons at all levels should: • Prepare to select from the beginning of tenure, rather than near the end of term of office. • Closely observe the subordinates • Continually evaluate and • Analyze their behavior. • Panel of eligible candidates in order of precedence in the hierarchy. • Maintain an order of merit , review it all the time. • Best candidate is selected.

  10. Process of Development • Consult on major decisions • Observers in important meetings • Deliberately go off the scene some times to give the opportunity to function in their place. • Support their decisions • Formal training of leadership • Brief and train them as a conscious deliberate activity.

  11. The timings • After final selection ,the successor should be formally informed, • Keep informing others in a subtle way to observe the reaction. Note the feedback, positive or negative. • Take full advantage of the feedback, correction may be done accordingly. • Successor candidate should be informed of feedback , she either improves or decides to decline • In that event the next candidate in order of merit should be groomed as for the first candidate.

  12. Succession at all levels • Successors must be identified , selected , trained and installed at all levels of hierarchy • The incumbent leaders should prepare for their own replacement. • No one should be afraid of the successor. • Without successors, they can never move up. • For survival of the organization, no one should make themselves indispensable

  13. It is vital that all key positions of the Association do not change at the same time. • If we establish a new committee and appoint everyone at the same time for the same term of office. • Then we discover that as everyone’s term finishes at the same time, we may have several key positions changing in one year. • To change them all would result in instability within the organization. • It is necessary to look at all the key positions at national level and plan for a change which gives maximum stability and continuity. • Ensure that a good transition between outgoing and incoming people is arranged so no information or knowledge is lost.

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