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Avoid Risky Transitions

Do you find change upsetting or exciting? Going to school for the first time was exciting to many and fearful to some. The same is true when parents decide to move to another locale forcing a school change, loss of friends and the familiar and the challenge of fitting in. Starting college and your first job were more on the exciting side than the fearful side most likely. Buying a house or having a family is certainly exciting, but the realization of the responsibility for time and money is scary.

Change can go by many names—Disruption, Transformation, Innovation, Revision, Adjustment, Revolution. I prefer to call it Transition. We’re about to transition from summer to autumn. We’re all in the throws of transitioning our lives and business to adapt to infections and natural disasters. Many are retiring—a transition to a new way of life that could be boring or exciting. Are you open to a spark from God (my wife sometimes calls it a kick in the backside) to transition to something you never thought of doing? How are you and your business transitioning right now from

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Are you ready for a transition in your organization? I see 7 ways that you risk disruption in your organization.

7 Organizational Risks Death—owners and anyone in a key position, not just management, can unexpectedly die leaving the company at risk.
Disability—as with death, any key position, even a CNC operator, can unexpectedly be unable to fulfill their job.
Divorce—aside from being a terrible distraction for anyone, if the divorce is from the owner or CEO, the company may need to be sold to settle the divorce financial requirements.
Departure—people leave jobs for any number of reasons. Should any key employee or management person leave, the board and the company need to understand how to adapt to the loss.
Dismissal—all too often today, people are dismissed for ethical lapses and criminal behavior. The effect on the rest of the company is much worse than that of the willing departure of someone.
Disagreement—when there are partners or siblings involved in a business, disagreements can result in separations from the business that are difficult.
Displacement—sometimes the job needs outgrow the person involved or something else happens in the business to displace someone. The business may move locations and a key employee is unwilling to move. Or the business changes enough that the person no longer fits the job.

Succession planning implies someone can step into someone else’s shoes and continue down the same path at the same pace. It’s not going to happen. Think of it as Transition Planning and what the business, position, person can become in the process.