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November 1, 2008: Power of Shadowing |
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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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Board Tech Blog 