Association Leadership - March/April 2008 - (Page 7)

chairman’s column “As the leading edge of the baby-boom generation begins reaching retirement age this year, we need to look at CEO positions and elsewhere in our organizations for ‘brain drain.’” Jim Boon, CAE TSAE Chairman Succession Planning Not exactly my favorite subject, but one that we need to think about. According to the December issue of Associations Now, the non-proﬁt sector will need to ﬁll 640,000 senior management positions in the next 10 years. As the leading edge of the baby-boom generation begins reaching retirement age this year, we need to look at CEO positions and elsewhere in our organizations for ‘brain drain.’ How many key employees with irreplaceable institutional memory will retire in the next ﬁve years? Do you have a plan to replace yourself or your key employees? Are you ready? Is your association’s volunteer leadership fully appreciative of the need for a succession plan? Much of this issue of Association Leadership is devoted to helping us think about succession issues and how to create a plan of action. While I certainly don’t have the answers, I can share a success story that positively impacted me. I was fortunate, when I became executive director of Texas Exes in 1994, to follow an association legend with an excellent succession plan. My predecessor was Roy Vaughan, CAE, the TSAE chair in 1982 and executive director of Texas Exes for 18 years. Roy’s decision to retire was based on his vision and intuition that the environment was right for new leadership. It was enabled by an experienced staff, strong volunteer leadership, and a healthy program of work – all key elements to successful transition. Roy and a group of distinguished past presidents created a thoughtful and effective hiring and preparation process for the new executive director. The selection committee identiﬁed the skills and characteristics the association would need in the future. Over ﬁve months, they winnowed the list, interviewed candidates and ﬁnally had me, along with my spouse, interview with each member of the committee individually. This was a great way for them to get to know me and for me to understand and appreciate the culture and leadership of the organization. As soon as I accepted their offer, Roy vacated his ofﬁce to make way for me, and the two of us began an intensive 30-day travel program around the state for him to personally introduce me to key members and constituents. This was not a good time to be on a diet… lots of meals and cocktails! Then Roy left me his phone number and headed for Colorado. After a month or so on the job, he and I spent a couple of days off site to let me ask the hundreds of questions I had accumulated. Several elements of this transition contributed to its success. Roy saw successfully replacing himself as part of his legacy. It wasn’t about him. It was all about the future of the association. He sent a clear message from day one that I was the new decision-maker and he didn’t let staff or volunteers solicit his opinion or corner him for a decision. He wasn’t afraid to let me make mistakes, which I did. We developed a genuine friendship and mutual respect, which made it easy for me to seek his advice and tap his institutional memory. He has been my supporter and encourager ever since. My goal, though not any time soon, is to continue Roy’s legacy with another thoughtfully planned succession. Thanks RV. ◆ March/April 2008 | Association LEADERSHIP 7

Table of Contents Feed for the Digital Edition of Association Leadership - March/April 2008

Association Leadership - March/April 2008 Contents Chairman's Column Homepage 60-Second Solutions Southwest Showcase Highlights Feature: Succession Plans Interim Executives Job Documentation Coaching: A Walk in the Park Perspectives Technology Column Association Case Study Government Affairs: Focus On Electronic Resources New Members Community Spotlight Houston Index to Advertisers Advertiser.com Board of Directors

Association Leadership - March/April 2008

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