Edmund Chan from Covenant Evangelical Free Church in Singapore also shared on the topic of "leadership succession." Here are his notes, posted with his kind permission.
Succession: A Neglected
Responsibility
I often ask leaders, “What happens to
your organization if something happens to you?” The answers often reveal
a lack of intentional succession
planning. Developing human capital - and intentionally mentoring them for
leadership succession - is one of the defining tasks of great leadership.
In leading my church staff, I have articulated
three leadership fundamentals expected of them:
1. Championing the vision while personifying the values.
2. Expanding the ministry while enlarging the soul.
3. Managing the success while mentoring the successor.
All three are important. We should not
just be championing our vision but failing to live out our values. Or expanding
our ministry but running dry spiritually. Or managing to keep our success but
failing to mentor our successors.
Nonetheless, while all three are
important, I have found that mentoring leaders for leadership succession is most
often neglected.
Many organizations struggle with
leadership succession. From top business leaders to senior pastors, leadership
succession is a prevailing challenge. Intentional leadership succession is in
fact counter-intuitive.
According to the Korn-Ferry Executive
Survey of global companies in December 2010, ninety-eight per cent of these
companies regard CEO succession planning as an important part of corporate
governance. However, only thirty-five per cent of these have a succession plan
in place and are prepared for either a planned or unplanned departure of their
CEOs.
A common problem is the good-and-available dilemma: “the good is
not available and the available is not good”. Obviously, there is no easy
answers.
My Succession Pilgrimage
As of 1 January 2012, I lost my job of
senior pastor - and my friends congratulated me! It was a planned leadership
succession.
In 2008, at a Church Board Retreat, I articulated
my conviction that the test of leadership is found in the third generation. We deliberated (and agreed!) on a thirty-year
succession planning -unto the third
generation of senior pastors - for Covenant EFC. This third-generation thinking is crucial to solid leadership
succession.
The true test of leadership is found in
the third generation.
Often, we are too short-sighted. We must
learn to think the longer term. The test of leadership is NOT found in the
immediate second generation leaders.
Though difficult, it is nonetheless possible to find capable second echelon leaders to succeed us.
The challenge is in the third generation.
To commit ourselves to think long-term
is vital. To mentor the second-echelon of senior pastors, and to groom a third-generation
of senior pastors – in a long term, intentional succession planning over a thirty-year
time line - is almost unheard of.
I am only 54 years old. But this
succession plan to the second-generation of senior pastors (in their forties)
is crucial in the light of grooming the third generation. The longer I delay
the transition, the shorter a runway they would have to successfully transit to
the third generation!
Thus, having served the church for
twenty-five years, I gratefully handled over my role to two younger pastors I
have personally mentored for over two decades. Good men. Rev Tan Kay Kiong and
Rev Tony Yeo love the church. And importantly, they are loved by the church.
Most significantly, they are respected
by the entire staff team. When I returned from my last sabbatical in 2010, I
did a staff 360-evaluation on their performance. They had led for six months
each as the acting senior pastor. It was an anonymous evaluation of their
leadership in my year-long absence.
As acting
Senior Pastors, they are Oscar-award winners (pun intended)! I had told
myself that if their evaluations fell below a seventy-five percentile, we are
due for a re-look at their leadership. To my delight, their lowest score was in the high-eighty percentile in an anonymous staff evaluation! Both their majority scores were in the nineties percentile!
It was then that I decided that it IS
time to hand over the senior pastor’s job. They are ready!
I’ve been asked, “why TWO senior
pastors?” It is NOT because we have two
worship centers; for a senior pastor can surely lead in a multi-site church. It
is also not because my job is so difficult (or so messed up!) that it takes two
to succeed me. And it is certainly not because we have too much money and so we
decided to pay for TWO senior pastors, instead of one!
In the simplest of terms, because we can
and because we should.
We have two senior pastors because we can. It can only be possible
if they are both a certain kind of
disciples who would support each
other and not compete with each
other. To have two senior pastors like that models a certain kind of discipleship for the entire church!
We have two senior pastors because we should. I want to develop
more senior pastors in and through Covenant EFC! Covenant EFC have the privilege
of having four valedictorians who
graduated top in their cohort at the Singapore Bible College serving in the same church. All four have national
leadership roles; the youngest of the four is serving as the chairman of our
denomination and the deputy senior pastor!
Leadership succession is about mentoring
developing these good men for top-level leadership. Unto the third generation! In order for the third generation to be strong, at least
three things must happen.
Three Critical Tasks
First, leadership succession does not
just happen.
There must thus be an intentional leadership succession plan. A
forward looking organization would actively pursue an intentional policy of
developing the future generation of leaders.
Second, no one is indispensable.
Finding and grooming leaders for
succession is one of the chief tasks of leadership. There is no success without
a successor. Having a leadership grooming programme ensures that over time,
someone will be ready to take on the more demanding leadership responsibilities
that the key position requires.
Third, a mentoring culture best serves
the succession agenda.
A huge part of smooth leadership
transitions depends on the organization’s culture and philosophy of ministry. An
organization that takes human capital development seriously would look into
developing a mentoring culture within the organization.
The Succession Key: Learning
From Moses
From Exodus 18:22 comes one of the most
instructive texts for leadership succession: “And let them judge the people at
all times...” (ESV). There are two major paradigm shifts here -
“Let them
judge.” Unthinkable.
“Let them judge at all times.” Did we hear that right? At all times?
In Singaporean jargon, “how can?!!”
Who can possibly replace the great
Moses? The people gravitated towards him for the final say. They are even
willing to stand in a queue “from morning to evening” just to get his attention
and arbitration of their disputes (v.13-14).
“From morning and evening” does not
merely indicate how busy Moses was. Rather, it indicated a deeper problem. It
surfaces for us two leadership fault-lines: the people’s learned helplessness and the leader’s perceived indispensability.
Furthermore, Jethro wisely warned Moses
of the inevitable exhaustion: “You
will surely wear out, both yourself and these people…” (v.17-18) as well as the
eventual unsustainability: “…for the task is too heavy for you; you
cannot do it alone.” (v.18)
No one is indispensable. This may bruise
our ego a little but it is a fundamental principle.
Of course, leaders must not abdicate
their responsibility: “…every great matter they shall bring to you” (v.22). But
the leader must learn to focus and to delegate.
The prevailing leadership problem is that
many leaders want to be in control and have real difficulty letting go. Some
misguided leaders actually feel important and validated to have people stand
around them “from morning till evening”. Their ego sets them up for failure
here.
Why Successions Fail
There are at least seven reasons why
leadership succession fails.
1.
Leaders are too busy. The ministry is too demanding
and leaders are too busy to think about succession. They excuse themselves with
the pseudo-pious cliche that God will provide a successor when the time comes.
The logic is faulty. If a pastor says he is too busy to prepare his sermon but
believes that God will empower him, I would gently tell him to re-examine his
busyness and that God would empower him better when he prepares well. We must
correct our presumptuousness.
2.
Leaders are too insecure. Their security or
identity is tied to their ministry. There is a fear of loss – be it a loss of
income or a loss of a leadership position – that holds them back from working
proactively towards leadership succession.
3.
Leaders are too successful. The thought of leaving
their success or position appals them. No one can possibly do it as well as
them. They are presumably indispensable.
4.
Leaders fail to develop a strong but humble team. Succession
fails when there is competiveness of team members with successor, or the team
is not strong enough to complement the successor’s weakness(es).
5.
Leaders have unrealistic expectations of their successor. They expect their successors to be similar to them. Often this is a
confusion between leadership DNA with leadership styles. I want my successors
to be of the same kind but they don’t have to lead with the same style!
6.
Leaders fail to lead their people to support their successor. People do not take change and transitions easily. They inevitably
tend to compare the successor with the predecessor. They need to be led to
honour the successor and follow his leadership.
There is often a failure to profile their successor.
7.
Leaders often confuse intent with implementation.
They intend to work towards
leadership succession but they do not implement
it with clear principles for succession.
Eight Principles Of
Leadership Succession
1.
Establish conviction for succession. Think beyond one
generation. Think beyond the second generation! The test of leadership is found
in the third generation.
2.
Cultivate realistic expectations. Transitions are complex and difficult,
especially leadership transitions. But we haven’t got it until we do it. We
can’t wait for perfect conditions before we transit in leadership.
3.
Learn from others. Learning from others would help
us to transit better. Learn from other’s failures. Learn from other’s success.
Learn what works and what didn’t.
4.
Develop a succession plan and stick to it. The
three basic questions to deliberate on (and come to a decision) are - When is
the right time to step down? Who is
the right person to call – from
within or outside? Should the predecessor
stay within the organization? I do not think there are right and wrong
answers for these questions. The leadership team must come to decide what works
for them!
5.
Cultivate a mentoring culture. Mentor successors
through developmental tasks. One of the tasks I gave my successors is to write
a book each. I know that one does NOT have to write a book to be a good senior
pastor. But it helps to crystallize their thoughts and it is one way to profile
them for leadership. Also, I want leaders to read. And those who write appreciate
other authors much more!
6.
Accept new roles. The predecessor must learn to let
go leadership privileges and prestige. On the other hand, the successor must learn
to take on leadership problems and pilgrimage. They must pay their dues as
leaders.
7.
Establish clear rules of engagement. The first rule
is to promote a culture of mutual honouring. The successor honours the heritage left by the predecessor; and
the predecessor honours the new initiatives of their successors and the legacy
they will leave through them! Another example of a rule of engagement is the
intention to celebrate the same leadership DNA while honouring the different leadership styles.
8.
Grow to be larger than the chair you occupy. Insecurity
comes when the leadership chair we occupy is our core identity. We’ve got to
understand servant-leadership and to understand that it is who you are, not
where you are, that matters most! And when who you are is larger than where you
are, it is easier to hand over!
In the final analysis,
leadership-succession planning is a matter of applied discipleship. It involves a critical participation of
spiritual formation and mentoring.
Such a leadership-succession planning is
too important to ignore. To invest time and effort in developing leaders is
strategic. It offers a high return on investment. Yet it is one of those
leadership initiatives that many top-level leaders don't intentionally find the
time to start. Until it's too late.
Only the eternally and indispensably
almighty God does not warrant or need a successor! For the rest of us in leadership, it is a
learned and intentional journey.
Mentor your successors. Have a blessed
leadership succession ahead!
Edmund Chan
[Read more on "Leadership Succession" by Mark Conner]