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      Succession Planning and Leadership Transitions

      Ensure your legacy lives on at your university

      First and foremost, the entire Global Brigades Team would like to thank you for all of your hard work and dedication as a Global Brigades Leader. Your time and dedication have made an incredible impact, and we can’t wait to see you continue engaging as a global leader in the future!

      Your final task as a Global Brigades Student Leader (and arguably one of the most important) is to ensure the sustainability of your Chapter(s). But what does that mean?

      It means that we want to work with you to ensure that your legacy on campus lives on and that your Chapter(s) continue to send successful Brigades and make an impact for many years to come! The most important next step is taking the time to thoroughly transition your leadership role to a new leader, and prepare them with all of the wisdom and knowledge you’ve gained in your position. 

      By utilizing this Leadership Transition Guide, you will have the tools necessary to effectively transition leadership over to the incoming team member.

      The Leadership Cycle

      The leadership cycle (and even the transition process) actually starts the second that you step into your leadership position. The cycle defines four important stages: 

      1️⃣

      Document Your Role 

      Throughout the year, be sure to closely document your goals, tasks, meetings, resources, contacts, accomplishments, tips, tricks, and unfinished tasks. When you transition out of your role, it will be easier if you have already compiled this information to pass along to the next person rather than trying to remember everything at the end.
      2️⃣

      Identify New Leaders

      It is incredibly helpful to be proactive in searching for, as well as empowering, a successor for your role as early as possible. Take note of members who are particularly dedicated, who take on club responsibilities, and ask really important questions. Try implementing some type of “vice president or vice chairperson” program whereby someone is shadowing you in your role, or take advantage of positive energy Post-Brigade to approach people.
      3️⃣

      Appoint New Leadership

      If your Chapter(s) has a constitution, this generally includes the process for appointing/electing new leaders. Regardless of your approach, it is important to have some sort of process. We generally see two kinds of leadership transitions:

      • Application Based: In this model, the role(s) on the leadership team are opened up to applications. A committee is formed before the application process opens (e.g. committee is made up of an outgoing Campus Chairperson, a neutral body from the student’s union, a faculty advisor, and/or an outgoing Chapter President) that will be responsible for reviewing candidates for each specific role. This committee must be as unbiased as possible. Then, those interested in the role(s) of the leadership team are asked to apply by either a resume/cover letter or by coming to an in-person interview process. The committee then selects the new leadership team and informs those who both received and didn’t receive leadership team roles.
      • Election Based: In this model, roles on the leadership team are opened up to nominations and an election. Feel free set up certain eligibility requirements for who is able to get nominated (e.g. nominees have to have been on a Brigade). A date should be established for the election and a Campus Chairperson, outgoing leadership, or other neutral body should always facilitate the election.  Then, on the date of the election, candidates should have the opportunity to present information about why they should be elected for the leadership position they are running for (e.g. nominees can present a short pitch, 200-word paragraph, video, Q and A session, etc.). Finally, during a meeting or other specified time, provide an opportunity for Chapter members to submit their vote per leadership position (this can be done via paper ballot or online via Google Forms). 
      4️⃣

      Facilitate the Transition 

      Typically, new leaders spend too much time acclimating and adjusting to their new position. Through effective leadership transitions, incoming leaders will be able to learn from the outgoing leader and offer continuation of future growth. Additionally, poor or nonexistent leadership transitions are the number one reason why previously successful Global Brigade Chapters fall off the map and stop sending Brigades. 


      Leadership transitions can:

      • Minimize the negative impacts of leadership turnover (e.g., loss of momentum, stunt in Chapter growth, loss of important contacts/relationships, etc.).
      • Offer continuity to the Chapter(s).
      • Provide a sense of closure for outgoing leader.
      • Help with the transfer of organizational knowledge and best practices.
      • Allow time for leadership to absorb expertise from outgoing Chapter Leaders.
      • Promote an orientation process for new leaders.
      • Ensure all of your hard work continues for years to come, even after you’re gone!

      Facilitating the transition is, of course, the final and possibly the most important step. That's why it will be the focus of the remainder of this packet, with provided tips, tricks, and resources for how to facilitate an effective transition.

      Facilitating the Transition

      How to Transition Effectively

      To effectively transition your leadership, we recommend the following steps:

      STEP ONE: DOCUMENT AND REFLECT

      Before you are ready to hand off resources, knowledge, and best practices, it is important to take some time to think back on your time in the role and consolidate your thoughts. Hopefully, you can refer to notes or journaling about your experience.

      STEP TWO: MEET AND TRANSITION

      Setting up a time to train successors is essential. This time provides an opportunity for outgoing leaders to ensure that their progress does not diminish in the future, and it also sets future leaders up for success. We recommend at least one larger group/team meeting that is followed by several 1-on-1 meetings between the outgoing leader and incoming leader for specific roles.

      STEP THREE: MENTOR AND SUPPORT

      Doing leadership transitions at least a month in advance allows time for overlap between Chapters. We always think the more overlap, the better! Of course, there will always be new situations that pop up and questions that are left unanswered. Try to make yourself as available as possible for a certain amount of time after you officially transition out of your role.

      STEP FOUR: INFORM GLOBAL BRIGADES

      The best time to plan for a future Brigade is right after one concludes, and the same is true for when leadership transition should take place. A leadership transition is right after a Brigade helps utilize all of the positive energy from that experience. As soon as your transitions are set, be sure to inform the appropriate Global Brigades staff member. Campus Chairs should be sure to inform their Volunteer Engagement Associate, and Chapter Presidents should let their Program Associate know.

      Transition Meetings

      Overview

        • WHY: Leadership transition meetings are a great way for new and old Chapter leaders to exchange relevant information before the new leaders assume role responsibilities. These meetings provide unity and continued growth for the Chapter(s), while allowing new leaders to learn from the experiences of the outgoing leaders. This time should be used to objectively evaluate the accomplishments and issues from the previous years, as well as to allow time to start planning for the upcoming year. 
      • WHO: Both incoming officers/leaders and outgoing officers/leaders should be in attendance. The purpose of transition meeting(s) is to bring all leaders together to provide a space for reflection, team building, and goal setting to prepare for the next year. 
      • HOW: A Chapter Leader transition can be any and/or all of the following: 
        • A meeting with newly elected officers and outgoing officers (all together).
        • A meeting between newly elected officers and outgoing officers (1-on-1).
        • A retreat with time for newly elected and outgoing Chapter Leaders to meet, as well as time for the new leadership team to brainstorm and plan for the upcoming year.
        • An informal gathering where new Chapter Leaders gather and record information and knowledge from outgoing Chapter Leaders.
        Note: We highly encourage leaders to meet consistently during this transitionary period.
      • WHEN: Hold your group transition meeting(s) between elections and at the beginning of the new term. Ideally, you will be able to schedule either a solid block of time (e.g. an entire morning or afternoon) or a series of shorter meetings (e.g. 2-4 meetings over a few weeks). This will ensure you have enough time to not only transfer knowledge, but also build relationships between the new leadership team members. 
      • WHERE: Try to find a comfortable space for your meeting on campus and book it in advance. This will make the event a bit more formal (as opposed to doing it at someone’s house). 
      • WHAT: The specific supplies needed depend on the activities you have planned, but a great start would be: a whiteboard or flip chart, markers, sticky notes, tape, and a computer/projector. 

      Best Practices

      • Make sure to create an agenda and stick to it! This will keep you focused and accountable for time.
      • Transition meetings can be a mix of larger whole-team discussions and 1-on-1 sessions between specific people.
      • Take some time to reflect before the meeting(s) (e.g. by completing the outgoing leader evaluation) to make sure you come prepared with your thoughts and can make the most of the meeting time.
        • Many leaders have taken the time to prepare some form of guide or binder, filled with resources to pass along to the incoming leader at the time of the meeting. 
      • Ensure that all conversations are documented by assigning someone specific to take notes. It is really easy to forget all of the new ideas that are brought up throughout the meeting. 
      • Try to make it fun! Bring coffee and snacks, play music, and get people excited for the year ahead. You can and should focus on team building and leadership development in addition to more serious topics.

      Topics To Discuss

      • Year in Review and Best Practice Sharing (Utilize the provided discussion questions and the SWOT Analysis below) 
      • Goal Setting (Utilize the Goal Setting Guide) 
      • One-on-One Officer Meetings (Utilize the outgoing leader evaluation/incoming leader action plan)
      • Talk about the timeline for completing duties
      • Identify unfinished projects and tasks
      • Share important resources and contacts
      • Host team building/bonding activities 

      Transition Discussion Topics

      The following topics are really important to cover throughout any transition meetings. Feel free to use these questions as a starting point -- be sure to customize the questions and pick and choose questions as needed. 

      Goal Review: Review goals and progress from the past year: 

      • What did I hope to accomplish?
      • How did I do on each goal? 
      • What goals should be continued?
      • What goals need to be adjusted?
      • What goals are no longer feasible?
      • What are some suggestions for goals that could be added in the future? 
      • Did we maximize the community impact that we could have had as a Chapter?

      Programs & Activities: Review programming from the past year:

      • Did we plan Brigades this year on campus? If so, what went well? How can we send more? Can we offer any different Brigade types? What are good dates for Brigades? 
      • What did I do to engage volunteers year-round? What activities should be repeated next year?
      • Did we participate in any local community service activities?
      • Were the Programs and activities consistent with the Chapter(s) Goals?

      Volunteer Base: Evaluate the number of members involved in the Chapter(s) and their commitment:

      • Did we have too few, too many, or the right amount of members/volunteers?
      • How did we recruit volunteers on campus? Were these methods effective?
      • What ideas do you have for new recruitment ideas next year?
      • Are volunteers as actively involved on campus as we want them to be?
      • How can we further engage members and improve involvement?
      • Are Brigade volunteers engaged before the Brigade? What about after?
      • Were there adequate opportunities for Chapter members and Brigade volunteers to get involved?

      Organizational Structure: Evaluate leadership team structure on campus:

      • What is the current leadership structure on campus? Is it working?
      • What are the current roles of various leadership team members on campus?
      • Is there a need to create any additional positions? 
      • How effectively did last year’s team work together? 
      • Do officers understand their responsibilities within the organizational structure? If not, how can we improve? 
      • Did the officers operate as a team or could cooperation between officers be improved?
      • Is the amount of time and effort required of each officer equal, or are some expected to work harder?

      Chapter Finances: Donations and fundraising: 

      • What fundraisers went well? Why were they successful?
      • What fundraisers were more challenging? Should they be continued? Can they be improved?
      • What resources were most useful in encouraging personal fundraisers?
      • Did volunteers engage and support the leadership team(s) with fundraisers? 

      Volunteer Preparation

      • What was the meeting structure(s) leading up to volunteers going on the Brigade? What worked? What didn’t?
      • What topics were covered? Was there any missing? What would we like to include in the future?
      • What else can we do to help develop volunteers personally and professionally through our Chapter?
      • How can volunteer preparation be improved in the future? 

      Sample Meeting Agenda

      Sample Transition Meeting Agenda: In this example, the transition meeting takes place in a group setting in a one-day “retreat” format. Keep in mind that this is just a sample, and activities can be reorganized and divided up into smaller chunks of time across several meetings as well:

      Opening – 10 minutes 

      Begin by asking why transitions are important. After taking a couple of answers, talk about how “reinventing the wheel” each year will keep the Chapter in an idle state. Review the plan for the day and set expectations. 

      Ice Breaker – 20 minutes 

      Choose your favorite icebreaker activity to get the group more comfortable with sharing things in front of the group. 

      Year In Review – 30 minutes

      Guide the group through a discussion that highlights both the successes and the challenges of the past year. 

      SWOT Analysis – 30 minutes 

      This is a great way to analyze the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Chapter. See below for how to effectively run the activity.

      1-on-1 Transition Time – 60 minutes

      This is the time for the outgoing and incoming officers for each position to come together to discuss the responsibilities of the position, as well as complete the pass off of materials and resources. At this time, you can also review the outgoing leader evaluation and work on the incoming leader action plan together. This portion should be made a priority, as it is arguably the most important component of the day. We strongly encourage leaders to take advantage of this time. Also try to make plans for additional meetings to continue conversations and ensure the incoming leader is as equipped as possible.

      LUNCH BREAK – 45 minutes

      Order food beforehand and make sure there is enough for everyone. After lunch is over, the outgoing officers are done for the day.

      Group Goal Setting – 30 minutes 

      Discuss with the group the concept of SMART goals: Specific, Measurable, Attainable, Realistic, and Timely. After this, work with the group to construct SMART goals that concern the entire Chapter. 

      Individual Goal Setting – 15 minutes 

      Much like the Chapter Goal setting, each officer is going to create SMART goals specifically for their position. A good practice is to look at the Chapter Goals, and then develop individual goals based on those. 

      Officer Expectations – 10 minutes 

      Use this time to talk with your officers about their expectations. This should include attending Chapter and Executive meetings. End with next steps (e.g. setting your next meeting time).

      Comments, Questions, Reflection – 10 minutes

      Allow members to share anything they think or feel. If your group needs help opening up, prompt them with a question (e.g. What part of this retreat will be the most helpful going forward?). 

      Closing – 10 minutes

      Make sure the room is clean before you leave. Take all the flip chart pages and display them somewhere that can be easily seen and noticed constantly by the team. Don’t forget to encourage leaders to continue 1-on-1 meetings with the outgoing leaders to continue the transfer of knowledge and continuation of support. 

      Outgoing Leader Evaluation

      Discuss the Following Questions With Your New Leader:

      1. What were the major challenges you faced?
      2. What were your major accomplishments?
      3. Looking back, what would be one thing that you wish you had done differently?
      4. What do you wish someone would have told you when you started your term?

      Goal Setting Workshop

      Why Goal Setting Is Important:

      • Goals serve as a guide for action-group goals and allow members to be organized when planning for the year.
      • Goals are a benchmark for which progress can be assessed.
      • Goals are targets that group and individual efforts can be directed to.
      • Goals are a motivating force. 

      What Are SMART Goals?

      SMART Goal Setting brings structure and trackability to your goals and objectives. Instead of vague resolutions, SMART Goal Setting creates verifiable trajectories towards a clear objective, with designated milestones and an estimation of the goal's attainability. Before you finalize your goals, use the SMART Goal Checklist to make sure each of your goals is well-defined:

      How do you put this into action? 

      • Brainstorm: Identify what the Chapter(s)/leader(s) want to accomplish.
      • Solidify: Make your goals SMART!
      • Prioritize: Order goals in order of most important to least important.
      • Develop Action Plan: Don’t stop there -- make sure to identify the associated next steps needed to accomplish each goal.

      Goal Setting Example

      [Example: NOT SMART] “I want to recruit more people.”

      Specific: This goal is ambiguous because it doesn’t explain who you are recruiting or what you are recruiting for. For example, you could include that you want to recruit “volunteers for the 2018 Public Health Brigade."

      Measurable: This goal uses very vague language (e.g. "more”). It is important that you know include metrics, such as “25 volunteers,” so that you know when you have accomplished your goal. 

      Achievable: It is important to determine if this goal is realistic. For example, it may be unrealistic to recruit 100 volunteers for your upcoming Public Health Brigade. While it is important to dream big, it is also important to make sure that you will be able to accomplish the goal. To ensure your goal is achievable, it should include how you’re going to accomplish the goal (e.g. "by hosting 3 information sessions, printing flyers, and/or speaking in 5 classrooms”).

      Relevant: Make sure this goal is important to accomplish. Maybe you don’t have any issues with recruitment, but fundraising is a huge struggle. Perhaps prioritizing areas in which you are struggling in is more relevant. 

      Timely: This recruiting goal does not include a timeline. Setting deadlines for your goals is extremely important. 

      [Example: SMART] “I will recruit 25 volunteers for the 2018 Public Health Brigade before our 90 Day Deadline (March 22nd, 2018).”

      Incoming Leader Action Plan

      As best practice, the incoming leader should answer the following questions:

      1. What made you want to run for this position?

      2. List three new ideas you would like to implement this year.

      3. Can you foresee any problems during your term of leadership? If so, what solutions can you suggest?

      4. What goals or events from last year would you like to continue? How can you improve them? 

      5. Ask outgoing officer: What people should I get to know and why?

      6. Ask outgoing officer: What services on/off campus do I need to know about?

      7. Ask outgoing officer: What should be my primary focus this year?

      SWOT Analysis 

      SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats -- the factors that can determine a Chapter's success or failure.

      Strengths and Weaknesses are factors that are internal to a Chapter, such as core competencies, resources and organizational culture. Opportunities and Threats are external forces, such as competition, the economy, and social or political environments.

      SWOT analysis is the process of identifying and assessing these factors to establish an honest and realistic picture of your Chapter. The analysis is then used to lay the groundwork for a strategic plan that capitalizes on Strengths and Opportunities and minimizes Weaknesses and Threats.

      The value of a SWOT analysis is that it provides a framework for evaluating your Chapter objectively. Because SWOT analysis requires thinking beyond the normal parameters of the Chapter, it often reveals hidden vulnerabilities or unique strengths of which officers and members were previously unaware.

      By painting a clearer picture of the situation, it is easier to understand the challenges that the Chapter faces and the best methods for overcoming them. No matter what stage of development your Chapter has reached, strategic planning can help it get to the next level.

      Strengths

      • What resources can you take advantage of on campus?
      • What connections do you have to help you spread the word about Global Brigades on campus? 
      • What are the top populations to target fundraising?
      • What audiences can you target for recruitment?

      Weaknesses

      • What resources are lacking on campus?
      • What areas can you improve?
      • What populations are not the best to target for fundraising and recruitment?

       

       

      Opportunities

      • Are there student/community organizations and events that you can partner with?
      • What trends are you aware of?
      • How can you turn strengths into opportunities?

      Threats

      • What are the barriers to fundraising and recruiting on campus? In community?
      • What competition exists on campus? 

       

       

      Time Mapping

      Follow-up Questions:

      1. What can you do before the school year starts to make your year less stressful?

      2. What will you prioritize at the beginning of your term?

      3. How can you ensure you do not “burn out” during your term?