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

Leading Through Transition

their close working relationship with the treasurer .

Some committees are not associated with officers . For example, the program committee of a convention is not associated with one particular office . Sometimes, the membership of a committee may not change; the same people continue on the committee year in, year out . In this type of situation, it would be

advantageous for new members to be added to the committee, to learn

from the more experienced members .

Another suggested part of a transition plan is that the people

involved keep a record of what they

do or how they do it . This can include creating an official “policy manual” that establishes the methods for doing certain tasks . One example would be a credentials report form, with a sample, created by the credentials committee, and included in the policy manual . This manual would be formally adopted by the assembly . The record can also be memoranda, including description of processes used, that are not officially incorporated into any established rule . The difference between the two is the difference between standing rules and custom .

In a recent article, the authors looked at how an assembly can deal with the incapacity of an officer . 3 The suggestions made here can be viewed as preparation in case that happens, though these preparations also include committee members .

Transition of professional abilities from one parliamentarian to other parliamentarians functions

quite differently. In the course of professional employment, parliamentarians may serve as a meeting/convention parliamentarian, serve as a professional presider, write opinions, and teach a workshop on some aspect of parliamentary procedure . These skills are generally shared at the professional qualifying level; all Professional Registered Parliamentarians have some training in these areas . There are some areas that very few parliamentarians will handle due to their complexity, exotic nature, or due to lack of opportunity . One such area is extreme disciplinary action, i .e ., removing a member or an officer . Another is serving as a faction parliamentarian, (called a “floor parliamentarian” or “coup master”),4 i .e ., one that advises a faction on how to legitimately accomplish its goals . Since many parliamentarians do not deal with these very exotic situations, there are comparably few who have the necessary expertise to carry either out . Without a transition from one experienced professional to another, these specialized skills could be lost .

One way to lead through transition is to invite a fellow parliamentarian to observe or

“shadow” you while doing some of these more contentious activities.

The client’s permission is needed, of course . Another way to pass this on is to write about it for publication . Decades from now, other parliamentarians can avail themselves of the recorded experiences of parliamentarians today . Teaching workshops is also a good method of educating others . In a recent article, the authors looked at how an assembly can deal with the incapacity of an officer . 4 The suggestions made here can be viewed as preparation in case that happens, though they are not limited to officers .

Your experience with these and other unique parliamentary procedure issues makes you a leader . You are a leader, even if you do not have an official title . As a leader, you are the best person, and perhaps the only person, that can begin the process of transition . The key is not only to share your knowledge, but to encourage others to receive it . NP

ENDNoTES

1 Robert, Henry M., Robert’s Rules of

Order Newly Revised, 12th Edition.

Eds. Sarah Corbin Robert, Henry M.

Robert, III, William J. Evans, Daniel H.

Honemann, Thomas J. Balch, Daniel

E. Seabold, Shmuel Gerber, New

York: Public Affairs, 2020.

2 “Rotation in office,” was originally used to refer to political appointees of the US President being replaced by a new administration. Also known as the “Spoils System,” from the adage “To the victor belong the spoils,” the phrase dates from the

Andrew Jackson administration. https://www.encyclopedia.com/ history/dictionaries-thesaurusespictures-and-press-releases/ rotation-office In RONR, 12th edition, the phrase

“rotation in office” is synonymous with term limits.

3 “Willing But Unable: Incapacity and the Incumbent,” National

Parliamentarian, Fall 2021.

4 “The Art of the Coup d’etat,”

Parliamentary Journal, October 2005.

cynthia Jean “c. J.” Mills, PRP, is the secretary of the Pennsylvania Association of Parliamentarians and a member of the Parliamentarians of Philadelphia, Pennsylvania Unit. She became a member of NAP in 2011 and PRP in 2018.

Jonathan M. Jacobs, PRP-R, cPP, is the former president of the Pennsylvania Association of Parliamentarians, former president and current secretary of the Delaware Valley Unit, and former Parliamentary Research Editor of National Parliamentarian®.