| Think the unthinkable for a moment. What is your | | | | much momentum will be lost in those nine |
| plan if your principal left abruptly? The reason for | | | | months? |
| the departure is unimportant for today's | | | | Next Step: |
| discussion. The continuity of leadership is critical. | | | | Determine which tasks for the key people are |
| Some schools have begun hiring a development | | | | necessary to sustain momentum |
| director. That person is responsible for recruiting | | | | Have someone other than the key person (a |
| students, coordinating fund development activities, | | | | volunteer for instance) document each task |
| and retaining students. With success comes | | | | Have someone else use the documentation to |
| dependence. What is the plan if that person | | | | perform the task and make any adjustments |
| abruptly leaves? | | | | necessary to ensure success |
| In both cases, the better things are going the | | | | Repeat the process every six months |
| more you need a successor plan. Without a | | | | Now each of the key people has two backups. |
| successor plan how will the current string of | | | | One is the person who wrote the documentation. |
| successes continue? | | | | The other is the person who validated the |
| If things falter when someone leaves, it is easy | | | | documentation. Between the two of them, it |
| for the donors, parents, referral sources, and the | | | | should be possible to sustain momentum in the |
| public to believe the success was due to one | | | | key areas. |
| person rather than a team. Do you need that | | | | The accurate documentation and the |
| break in confidence as well as the loss of a good | | | | knowledgeable backups will shorten the time |
| person? | | | | required for the new hire to be a successful |
| Each of us is unique. It is impossible to find an | | | | replacement. It will also shorten the time required |
| exact replacement. It is also unlikely you will find a | | | | to find a replacement. The documentation and |
| great replacement that is up to speed shortly | | | | proven process makes it possible to consider a |
| after starting work. They must have time to | | | | broader pool of candidates with fewer skill |
| learn your systems and adapt their style to | | | | restrictions. The broader pool also means a less |
| yours. There will be a gap. | | | | expensive candidate might be acceptable. |
| The gap between the loss and return to normal | | | | The best benefit is the peace of mind everyone |
| operations is usually recruiting time plus six | | | | will have immediately as well as the peace of |
| months. Let us assume the recruiting time (post | | | | mind that will exist during the transition period. |
| the opening, review resumes, interview, make the | | | | As usual, this suggestion increases the |
| offer, and hire the candidate) is three months. | | | | sustainability of the school. |
| The gap in this case will be nine months. How | | | | |