We all at some point in our working lives move on; whether that is due to a promotion, to take up a new role elsewhere or to exit from full-time paid employment. Most of our moves are of our own volition, however sometimes, unfortunately they are not.
But no matter how a move comes about, there will always be a period of review before we take action. This naturally includes some self-evaluation of what we have achieved, who will replace us and how we can effect a successful handover – how to exit gracefully and with dignity.
Those who have already made a move of some kind will understand that life inside an organisation is fickle. Whilst in role we spend a great deal of time convincing everyone, including ourselves, that we are indispensable. But when a new opportunity presents itself we have to swiftly change tactics and often wish we had spent more time working on a succession plan.
As professional managers we will carefully plan any handover and in doing so assess how long it will take to get a successor up to speed. We forget that they bring new ideas and skills to the role, if indeed the role and its responsibilities are to remain unchanged… which rarely happens these days.
Moves give an organisation the opportunity to make changes; merging or growing a role or doing away with it entirely – which of course can be difficult for the incumbent to come to terms with. And handovers rarely take as long as you imagine, a week into the agreed four week transfer plan you are already feeling like a fifth wheel.
We all want to leave a legacy and be remembered fondly by the organisation and colleagues we leave behind. But in today’s fast paced business world change is a way of life. Should you wish or be able to return after twelve months how much of the business you left behind will be recognisable? So channelling all your energies into ensuring local operating procedures are followed and pet projects continue to be pursued may not be the best use of your remaining time. So what can you leave behind?
Of course these days there is the technology that many of us in the IET have helped create. If you can now leave instructions to be sent via email, text, video or voicemail to your friends and family at predetermined times after you have gone (that’s from this world see www.YouDeparted.com) then why not to your colleagues too? If they find it hard to remember how much you contributed to the coffee or lottery fund then you can arrange for them to be reminded periodically.
How long will it be before holographic images will be popping up unannounced in the office; sent from a long departed employee informing you that the process step, that you have just failed to follow, was created by them for a very good reason? In fact this kind of virtual ‘slap on the wrist’ could be considerably more effective than the impersonal top-down communiqués one receives via email or pre-recorded web conference that leaves employees wondering how the content relates to them.
Not all of us will be enamoured by the thought of having a life sized holographic image of ourselves floating around the office. The trick is to realise that the period between deciding to move on and actually departing is rather magical. It’s far more important to enjoy the weight of responsibility being lifted from your shoulders and to wallow in associated luxury of feeling that you ‘have’ time. Far better that colleagues and employees remember you as someone who enjoyed their tenure, did not take themselves too seriously and looked forward with excitement to what the future held, than someone who wasn’t able to let go of the past.
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