I’ve heard it said that one of the ways by which you can measure a good leader is how he or she prepares the person who is going to replace them.  If we want the organization to continue on or better yet–improve upon– a successful path, we need to give attention to the new person before he takes the controls.  Let’s consider some key ways to start that transition.

For example, in aviation the passing of the controls is a serious process, almost a contract.  The pilot who is currently flying provides a quick overview of where the aircraft is in space and time, what the last transmission was on the radio, and what the last directions from air traffic control were.  Finally, the currently flying pilot states to the incoming pilot, “you have the controls.” The incoming pilot then responds with “I have the controls,” and the previous pilot confirms with “you have the controls.”  It might seem like repetitive overkill, but this positive three-way response has proven to be the most effective manner to pass and receive control of an aircraft. The very lives of those onboard are at stake.

Just like in aviation, an organization requires a positive three-way response when transitioning to new leadership.

Three areas carry great weight during organizational transition; the personality of the incoming leader, the transfer of the vision, and the education of the incoming leader, otherwise known as–“the how.”

The first area is personality.  In the private sector, an outgoing leader often has the ability to select his or her replacement.  And while this is not true in the government sector, personality is still an important factor.  Personality can serve as a vehicle for the vision and culture of an organization.  Accordingly, when a successor is being (first vetted, then) trained, the potential successor’s personality must be analyzed through the lens of “will he or she carry on my vision,” “will he or she communicate in a manner that is effective,” and “is this person’s personality suitable for the job we do?”

Secondly, as we train our replacements we must ensure they understand the vision of the organization.  The vision is the lifeblood of an organization, the “why” you do what you do.  If the vision is lost, the sustainability of the organization is at risk.

Finally, as we train and prepare our replacements we must show them how we’ve been doing what we do.    In order to set our successors up for success, we can show them what does and what does not work–in our experience.  Ours is the privilege of passing on standards and experience.  We can teach the science side, which is simply the mechanics of the job done by protocol and basic rule book standards. The art is where the magic happens: where relationships are formed, the vision is sustained, and the long term health of the organization is kept intact.

Transition is challenging for everyone.  However, with the proper preparation, we can play an active role in the success of an organization by knowing our replacement’s personality, communicating the vision, and teaching him what we have learned in the job.  Good leadership is not just leading an organization while you’re there, but paving a way for good leadership to continue by those  who take your place.