Field Notes, PUSH Magazine, Volume 3, Issue 6

As a sports tourism professional, I firmly agree with succession planning. It is critical to identify pivotal positions that impact an organization. Assessing and identifying the A players regarding change response and versatility is equally important.

In today’s highly competitive and unpredictable environment, talented staff can come and go with unprecedented speed if the work environment isn’t conducive to supporting balanced personal and professional growth.

Unexpected departures of key people can cripple a change effort faster than anything, especially if there is no adequate backup. It is crucial to anticipate the pivotal staff or leaders who might leave and take steps to prevent it or make sure backups are in place if it happens.

Other significant sources for succession planning are the new up-and-comers. These are the group of staff who demonstrate potential talent to become future leaders. They possess the knowledge, skills, abilities, and talent to lead and influence change positively. These groups often reveal startling insights with an appropriate development action plan and mentoring. Or provide information that helps coaches and mentors fine-tune a development plan and make it more effective. Ultimately, the coach or mentor must take responsibility for properly implementing and modifying the strategies when they do not seem to work. The best way of doing this is by soliciting ideas and information from the staff you are coaching.

Lastly, let’s not forget the quiet leaders who prefer to work behind the scenes to move the organization forward; they, too, need successors. The true measurement of effective leadership is when your areas of responsibility continue to function efficiently and effectively after you have left your position.

We look forward to seeing you in Kansas City for the Sports ETA Symposium and hope you enjoy The Succession Issue!

x Matt Dunn