Leading Through Transition C. J. Mills, PRP and Jonathan M. Jacobs, PRP-R, CPP
None of us is going to be around forever. We age, and with age, comes change; that is the nature of life. These changes, whether due to death, declining health, a change in lifestyle, or term limits in office or position, can leave a gap in some important functions of the society. The gap created by these changes can also occur in the professional practices of parliamentarians. True leadership, both within a profession and an organization, is characterized by preparation for that inevitable transition. The need for transition can come about for a number of reasons. It may be due to limitations internal to a society, e.g., term limits. You may have done a particular job well for years, but term limits placed in the bylaws prevented you from continuing in the position. Due to poor health, slowing down, or waning desire, you decline to stay in the position. Your inability to continue to serve may cause questions and frustration among those members of the society who consider you the only person who should hold the position. The organization, however, needs to go on; it cannot let some vital function stop because you are no longer doing it. No person should be indispensable. Robert’s Rules of Order Newly Revised, 12th edition (RONR, 12th ed.)1 notes that “rotation in office is desirable,” and suggests term limits (56:31).2 Rotation in office may ensure persons do not become
ensconced in positions of power. It has the additional benefit to the society; it forces new people to learn the skills needed for the position. Even in situations where there are no term limits, the incumbent can still prepare for the inevitable transition. A suggested part of an effective transition plan is to establish, formally or informally, an assistant or assistants to the officer who would serve as an “understudy” or intern for the position. These assistants will not automatically succeed to vacancy in the office; they are there to understand the functions of that office. This may include concurrent opportunities in the same position for multiple individuals. In some cases, this “understudy” position may be found in committees associated with the office. For example, members of the finance or auditing committee may develop an understanding of the functions of the treasurer because of www.parliamentarians.org
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