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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”  .      

“Eventually,

Boomers will

retire and there

will be leadership

gaps which Boards will need to fill.

Rather than act defensively, Boards and

executives can

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  

 

   

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Profile for Alicia Curtis

White Paper  

http://youngleadersinagedcare.ning.com

White Paper  

http://youngleadersinagedcare.ning.com

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