SUCCESSION PLANNING

Article by PDG Brian Coffey, Assistant Rotary Coordinator

Succession planning takes time – it is a process of risk management, not an annual event to tick. If a key member departs for any reason from new life focus, changed circumstances, disagreement, illness or death; clubs need to be able to successfully manage that change, even capitalising on new opportunity.

Rotary prepares Districts for leadership strategically, mentoring via an Immediate Past District Governor, leadership of a District Governor and training of the District Governor Elect and Nominee. Rotary’s lifeblood is the Clubs. A Constitution provides that Clubs should elect a President Elect 18 months prior to taking Office, and complete training. To do so, requires identifying and nurturing the correct person for the role.

Succession planning requires communication and documentation of role descriptions, processes, and training.

Through the Constitution, a succession plan is a legal arrangement which documents what will happen, and how the club or District will continue, on the occurrence of certain defined succession events.

Key considerations include.

• choosing a suitable and qualified successor,
• providing for unforeseen events, such as transfer, resignation, or death.

Rotary has the appropriate tailored documentation in place. To realise the objectives of that succession plan it is up to a club, District and Zone to review the progress of successors, and have safeguards for unexpected departures, voluntary or otherwise.

Succession Challenges

1. Develop Successor Candidates

• Identify when positions will become vacant
• leaders should identify, discuss, and agree upon several successor candidates and development actions

2. Conduct a talent development program for them with action items

• Follow through with brief meetings and assessments

3. Develop Business Goals

• Are the potential candidates on the same bus?

4. Provide clear, written definitions and selection criteria for successor candidates,

5. Provide links to access the Learning Centre tool kit and relevant administrative

• Monitor and recognise those who access and complete such training.

6. Train Area Governors, District Chairs and Club Presidents to assist in nurturing and leading a succession planning processes.

• Involve these leaders on a council to steer the talent-succession strategy and authorise resources needed to achieve the goals.

7. Increase RLI opportunity

• Identify persons who meet facilitator certification to provide that training
• Invite them to complete the training

8. Tabulate and advertise all leadership positions within the District, Region and Zone

• Encourage future leaders to be cross-functional and consider other challenging project teams.
• Create shadowing assignments for members to give them new experiences, challenges, and skills.

9. Advertise and ask members, “What would like to do?”

• make them a partner in their personal growth.

Any plan needs to be a team effort over a scheduled period to review, improve, communicate, provide feedback, and valued as an important function, not just a step to satisfy one of your goals.

Providing personal growth and friendship opportunities in Rotary, outside of club structure is often cited as the most rewarding part of membership. From the expanded knowledge and competencies our service experience can multiply.