Define the role your successor will actually hold, separated from your personal way of filling it, so you are handing off a job someone else can do rather than an impossible imitation of you.
In Plan the Transition, after the decision and timeline, with the board chair and senior staff.
If defining the role reveals that the mission itself, what the organization is for and how it decides, lives only in your head and is not written or shared clearly enough for anyone to inherit, stop and route to Mission Clarity and Strategic Direction. A successor can only inherit a mission that exists outside one person.
A holdable role is defined by its responsibilities and accountabilities, not by you. If you cannot separate the role from your way of doing it, a successor will be measured against an impossible standard. And if Part C is empty, you may be handing one person a job that only worked because you did three people's worth of it, which sets them up to fail. Feeds the Successor Selection.
Your answers stay in your browser on this page and are never sent anywhere. Use Save or print to keep your copy.