ﬂexible, having the skills and capacity at hand to meet whatever challenges may arise. In turn, the execu?ve’s job becomes more ‘doable’ because leadership is shared”. (Wolfred 2008, p5) Managing succession eﬀec6vely requires Boards and organisa6ons to be proac6ve as Davis (2007 p. 34) explains in a Young Nonproﬁt professionals report “Eventually, Boomers will re?re and there will be leadership gaps which boards will need to ﬁll. Rather than act defensively, boards and execu?ves can take a proac?ve approach in preparing for the inevitable future. Without prepara?on, nonproﬁts are likely to face greater hardship, poten?ally limi?ng services nonproﬁts provide which the government and for-‐proﬁt sectors do not” .
retire and there
will be leadership
gaps which Boards will need to fill.
Rather than act defensively, Boards and
take a proactive approach in
preparing for the inevitable future.”
The impact of poor planning can be detrimental not only to the Board but also more broadly on the performance of the organisa6on. Planned and organised long-‐term succession planning not only avoids leadership gaps, but also helps investors remain conﬁdent in the organisa6on as it moves forward. Older members can counsel and teach the history and philosophy of the organisa6on to the young members, helping retain the mission and core values of the organisa6on for genera6ons to come. It is a topic that needs to be taken seriously by all Boards par6cularly in the community sector whereby access to appropriately qualiﬁed members may be restricted. George (2013) discusses the importance of succession for boards in the report, Board Governance Depends on Where You Sit and recommends Boards to conduct leadership succession planning sessions to review candidates and ensure that they have access to required experiences to prepare them for the role. (George, William, 2013) Speciﬁcally he states “In these reviews, the age of the poten?al top leaders maDers. They should not be so close in age to the CEO that they would be unable to have a suﬃciently long tenure as CEO prior to reaching mandatory re?rement, nor can they be so young that there simply isn’t ?me for them to have the experiences they need for such a major task. Thus, the process of iden?fying candidates for top roles must start early—typically, with leaders who are barely 30 years old.” (George, William, 2013). What an insight. Succession is not about ﬁlling the gap without any prior thought or analysis, it is about thinking beyond the now and looking at the needs of future genera6ons.
Engaging Genera*on Y across the Aged Care Sector There is no denying that the aged care sector and the services that it provides to the community are important. The reach of issues pertaining to aged care and the future it faces is not only per6nent to the current consumers of these services but for the future genera6ons that will need to
Engaging Young Leaders on Aged Care Board www.aliciacur6s.com