In my previous blog, I talked about some of the reasons why
moving jobs can be hard. Once you make the decision to move, it is then
important to ensure that the transition is as smooth as possible and that it is
a positive experience (never mind the tears at your farewell !). Here are a few
thoughts :
·
A
communications plan : Think of when to communicate, what to communicate and
the sequence in which you communicate. All these are really important to get it
right. This requires some time. There are some people with whom you need to
have a conversation. That includes your line manager, the people you directly
line manage and your immediate peers. But there could be others. Timing is of
importance. You would ideally like most people to hear the news at around the
same time, so starting to do so at the end of the week is certainly not a good
idea. Think of what else is happening in the organisation (a major event, a
board meeting) and try not to make an announcement at such moments. While there
is nothing like an ideal time, think of what would be most appropriate. Once
you have spoken to the people you need to speak to, follow it up with an email
or a team announcement to others in the organisation. Think of all others you
need to inform – your board, your supporters, your partner organisations, your
networks. The more senior you are in the organisation, the more thought you
need to give, because then, it is not just about you, but about the
organisation, its reputation and the relationships you value. You owe it to the
organisation and its supporters to communicate well and in a timely manner. It
also demonstrates respects for all those around you, within and outside the
organisation.
·
Be clear
about why you are leaving : I knew someone who was quite senior and was
leaving a role after just 2 years. Everyone was surprised as no one saw that
coming. When I asked him, over a drink, why he was leaving, he immediately
pulled out a piece of paper from his bag and read out the 5 reasons why he is
leaving. That was interesting and I had never seen anyone do that. His
reasoning was that he wanted a clear and consistent narrative of why he was leaving.
In other words, he was owning the narrative, and to stop other stories floating
around. And that is very important, so that everyone hears the same answers to
your question – Why are you leaving ?
·
Leave
things as clean and clear as you can, tie up the loose ends : This is often
hard because there is limited time to do so. The more senior you are in the
organisation, the more are the number of things you need to consider. Start
with the ones that only you can clean, clear or close, but bring in others from
your team, so that they are fully conscious on what the end outcomes may look
like, had you been around. It is therefore important to ensure that handover
notes are not a long list of ‘to-dos’, but a meaningful narrative of the intent
behind and status of some key initiatives that you led on or were responsible
for, but also share some insights on some key strategic issues that is critical
for the organisation, e.g. on its strategy or culture or financial
sustainability or external relationships.
·
Do not
interfere in anything that is about ‘life after you’ : What happens in the
organisation after you leave is none of your business. Colleagues can get quite
peeved when the person leaving the organisation has some firm views on what
should happen after one departs. I find that approach quite disrespectful and
undermines the organisation. It is a sign of maturity to keep away and out of
all discussions on your succession, unless of course, asked to contribute with
any thoughts. But I would very much advise this – even if invited, do not
participate in any processes in finding your successor. It can be very tempting
as it gives a certain sense of importance, but again, in my view, it influences
and undermines the process of what happens after you leave.
·
Do not
turn back and look over your shoulder : Once you are out of the door, that
is it. You are out. Again, it is very tempting to look back and find out what
is happening. A healthy level of curiosity is understandable. A healthy
distancing from what was your past life is the right thing. I have come across
situations when the person who left the organisation tended to lurk in the
background, keeping an eye on how their team / department was doing, trying to
influence the recruitment process, perhaps for a sense of insecurity that the
‘legacy’ of the person may be in question once they move on. That does not help
either the person who has moved on, or the organisation. So plainly and simply,
just stay away. If the organisation does need your support, someone will indeed
get in touch with you and ask you for advice or clarify a few things, which is
perfectly fine. When thus approached, please give them some quality time, as
that would be immensely valued.
A friend of mine once wrote a piece on her last 100 days in
a role. It is quite normal for someone to focus on their first 100 days, but I
hadn’t seen or heard someone being so intentional about the last 100 days. I am
sure that would have immensely helped her and her organisation during the
leadership transition. I tried to do it as I left my last job but just couldn’t
focus on that. If that is something you are able to do, please try to !
Finally, a piece of advice that one of my former line
managers gave me decades ago – ‘Do not burn bridges when you leave an
organisation’. This can be difficult in certain situations when the reasons for
a person leaving the organisation may not be particularly pleasant. But at a
fundamental level, what he was trying to say was that during one’s time in an
organisation, it is quite possible that there may have been some difficult
conversations and challenging relationships. At the time of leaving, it is good
to try to mend these, so that you don’t leave with or leave behind any hard
feelings. Worth a try ?
(Concluded)
