Raising up a Team for Relevant Succession 培养切合时需的继任团队

For the successful continuation of an organisation, usually the existing key leader plays a role of preparing someone to take over his or her baton. However, this may not be ideal as the organisation needs a change of leadership as well as direction to be relevant for the new situation. If the existing leader were to prepare one’s own successor, the successor would be obligated to continue the leadership style and direction of the organisation. If he or she doesn’t, there may be tension for the organisation.

Therefore, another alternative for preparing emerging leadership for the organisation, a team is to be coached by a non-executive neutral person of the organisation. When the existing leader has completed his or her service, one or more candidates of the team are to be placed into key leadership position or respective positions to lead the organisation for the new challenge and needs. As for the matter of deciding who should be in different positions, most organisations are to follow their standard of practice.

为了使一个组织能够有效地延续，通常会由现有的领导人装备接棒人。可是这不一定理想，因为组织可能正需要更换领导方式以面对新的方向和挑战。如果由现有领导人准备自己的继任者，继任者将有义务沿用相同的领导风格和持续本来的方向。如果他没有如此作，那么可能会造成组织的张力。

其实，还有另外的方式能为
组织准备接棒人，即是由一位中立的諮询人员负责装备一个团队，此团队的一位或几位团员可以在原有领导退任时成为接棒人。就领导而言，他们比较可能釆取与前任领导不同的风格和方向以面对新的挑战和需求。至于应该由谁决定人选和职位的问题，大多数组织都会遵循他们的辦事标准。