A basic guide to preparing a succession plan to ensure continuity.

1. A Biblical Charge and Management Necessity
Prepared by: Elaine Oxamendi Vicet

2. 



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)

3. 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.

4. 


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)

5. 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.

6. 
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)

7. 
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.

8. 
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.

9. 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

10. 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.

11. 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.

12. Trait
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
Self Evaluation
How others see you

13. 
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!

14. 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/leadershipadva
nce/issue7/succession planning_henderson.htm