Question: What happens and how do you mange when it is time to give-up the reigns of power?
When it is time to give-up the reigns of power - especially if it is in an organization that you have built-up yourself over many years, the stresses and managerial requirements can be extremely testing - for BOTH parties concerned. Equally, when you embark on delegation, relinquishing the 'control' that you have is equally difficult for both parties.
When the process of empowering one to act for another is in progress, the act of "Succession Delegation" is committed. This is different to pure 'Management Delegation'.
So what are the challenges?
- You require a VERY detailed plan of action
- You MUST plan ahead and be fully committed
- Failure is often due to poor execution of the succession and delegation process
To succeed in this complex process, five main factors need to come together:
1. Determining the degree of preparedness to make the change
2. Making sure that the will exists to appoint a successor, and understanding 'why
3. A well-defined timetable to start and end the hand-over process
4. There MUST exist a will and an acceptance to let go and delegate to others
5. Finally, room needs to be created for the successor to take over, effected by handing over and transferring the appropriate authority
As a key role of the Mentoring process, our dealings are designed to manage and control questions of divided loyalties both inside and outside the organization during the handing-over period.