You're in a senior position and want to retire soon. How can you make sure your successor is ready? This is a common question for many leaders who want to leave a lasting legacy and ensure a smooth transition. In this article, you'll learn some practical tips on how to prepare your successor for taking over your role and responsibilities.
The first step is to identify who could be your successor. You may already have someone in mind, or you may need to look within your team, department, or organization. Ideally, you want someone who has the skills, knowledge, and attitude to perform your tasks and lead your people. You also want someone who shares your vision, values, and goals, and who can adapt to changing situations and challenges. You may want to consult with your boss, peers, or HR to get their input and feedback on your options.
Ensuring a smooth transition and preparing your successor for the senior position before retiring is essential for maintaining continuity and success within the organization. Here are steps you can take to make sure your successor is ready: Identify Potential Candidates Early: Begin identifying potential successors well in advance of your retirement. Look for individuals who demonstrate strong leadership potential, relevant skills, and a deep understanding of the role and responsibilities. Provide Mentorship and Guidance: Take an active role in mentoring and coaching your potential successor. Share your knowledge, insights, and experiences, and guide navigating the challenges and complexities of the senior position.
Em minha opini?o, a partir do momento em que você assume os primeiros cargos de gest?o a mentalidade do líder é identificar perfis de comando e formar sucessores permitindo a organiza??o ter op??es quando chegar a época de substitui??es. Isso deve fazer parte da cultura da empresa.
The next step is to develop a succession plan that outlines the objectives, timeline, and activities for preparing your successor. A succession plan is a document that specifies what you want your successor to learn, do, and achieve before you retire. It also defines how you will support, mentor, and evaluate your successor along the way. A succession plan should be realistic, flexible, and aligned with the organizational strategy and culture. You should communicate your succession plan to your successor, your boss, and other relevant stakeholders.
Estando em um nível de alta staff, a organiza??o deve possuir planos de mentoria locais e internacionais sendo um elemento facilitador para desenvolver possíveis novos sucessores, tal a??o facilita a politica de sucess?o.
The third step is to provide training and coaching to your successor to help them acquire the necessary skills and knowledge for your role. Training can include formal courses, workshops, webinars, or online resources that cover technical, managerial, or leadership topics. Coaching can include regular meetings, feedback sessions, shadowing opportunities, or joint projects that allow you to share your insights, experience, and advice. You should also encourage your successor to seek learning opportunities from other sources, such as books, podcasts, networks, or mentors.
O processo de treinamentos e monitoramento de desempenho e engajamento assim como a facilidade de absorver mudan?as s?o elementos que devem está presentes no desenho de qualquer treinamento sucessório. Um suporte interessante s?o eventos relacionados ao desenvolvimento de gestores e lideres sempre abordando esse foco.
The fourth step is to delegate tasks and responsibilities to your successor gradually and strategically. Delegation is a key way to empower your successor, test their abilities, and build their confidence. You should start by assigning simple and familiar tasks that your successor can handle easily, and then progress to more complex and challenging tasks that require more creativity, decision-making, or problem-solving. You should also involve your successor in important meetings, events, or initiatives that expose them to the wider context and stakeholders of your role.
Gradativamente aproveitar ou explorar os talentos identificados em um pretenso substituto é importante, pois trata-se de conferir realmente a capacidade de resposta dos possíveis lideres e de certa forma comparar com os possíveis enquadramentos para o critério de sucess?o.
The fifth step is to monitor the progress and performance of your successor regularly and objectively. Monitoring is essential to track how well your successor is learning, doing, and achieving the goals of the succession plan. You should use clear and measurable indicators, such as feedback, results, or metrics, to assess your successor's strengths and weaknesses. You should also provide constructive and timely feedback, praise, or recognition to your successor to reinforce their positive behaviors and correct their negative ones.
Na minha experiencia torna-se importante n?o apenas monitorar o desempenho mas observar também a capacidade de influenciar equipes. O acompanhamento de resposta aos feedbacks é fundamental mas observar como o pretenso sucessor lhe consegue administrar limita??es também é essencial para o futuro gestor.
The final step is to facilitate the handover of your role and responsibilities to your successor smoothly and effectively. The handover is the process of transferring all the information, documents, contacts, and resources that your successor needs to take over your role. You should prepare a comprehensive and organized handover package that covers all the aspects of your role, such as goals, plans, policies, procedures, projects, budgets, reports, or contracts. You should also introduce your successor to your team, peers, clients, or partners, and endorse their authority and credibility.