While U.S. citizens complete selection of national leaders, nonprofits should be considering their transition plans as well.  One technique to implement at any time, especially toward the end of terms of office, is that of leader shadowing.  There are several aspects of this type of training.

Primarily, an intended future leader can act as an understudy, learning the role of the shadowed leader.  The understudy can be supported in trying out the role by:  developing an agenda, submitting requests for information to staff, giving assignments to fellow trustees, or chairing a meeting.  The actions can take place in either a virtual or an actual mode.  In the virtual mode, the decisions and proposed actions of the understudy can be critiqued without actual impact on operations.  In the actual mode, the understudy is allowed to practice with the cooperation of staff and peer trustees.  With a high level of trust, this practice, accompanied by a thorough debriefing, can provide a great deal of learning for both the future leader and his/her stakeholders.

There is no one way for shadowing to occur.  Whatever makes sense in the particular circumstances of each unique organization and the personalities involved is best.  The point is, that leadership preparation doesn't need to be left to chance and organizations are not doomed to suffer the potentially devastating consequences of trial by fire.

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3.22 Copyright (C) 2007 Alain Georgette / Copyright (C) 2006 Frantisek Hliva. All rights reserved."