Editor’s Opinion | By David Rhodes
Most everyone reaches a point in their career where they move on to the next assignment; the next position; and, in some cases, the next organization. It is rare, however, for you to be able to step back from a position and still be around to help the person moving into your position succeed. The demands of your new spot seem to always take up your time; after all, you are now learning your new role. Many organizations encourage and talk about mentoring, but how many really invest the resources and time to make it happen?
One consideration when you leave a position or assignment is what your involvement with your replacement should be. Obviously, there needs to be a transfer of command just like you would have on an incident if someone was relieving you as a company officer or as the incident commander. After the initial change of command, your level of involvement should be carefully and strategically executed.
Not every instance of change will be the same, so you will need to consider the following:
What is the experience level of the person taking your place? The person may be more experienced than you and, other than making yourself available if needed, you may not have a role. Will your continued open involvement help or hinder the new person’s ability to make his own way and establish a reputation? This one really takes some serious consideration. Although you may have good intentions, making your presence around your old position could undermine the new person’s ability to establish trust and credibility. In this case, it is best not to stay around but make yourself available behind the scenes and be proactive by privately checking in with your replacement by phone or meetings away from the work location.
Is it beneficial to stay around? What role is your replacement taking on? If this role is supervisory and you end up as your replacement’s boss, then of course you will still be around. This has the potential to be a best-case scenario if you play it right. It can also crash and burn if you don’t clearly separate and communicate the roles and responsibilities and “stay in your lane.” In this instance, you are working day to day with your replacement and can guide and mentor using your experience. You must, however, let your replacement make decisions.
Set your replacement up for success and be a coach, but don’t make decisions for him. Let him make the decisions, good and bad. Praise the good ones and privately critique the bad ones, learn, and move on. Those who formerly reported to you must know that your replacement is now in charge. You will still have relationships with these individuals, but you must let it be known that they will not be able to play you against one another like kids often do with their parents.
Know when not to stay around! Will your continued open involvement hinder the new person’s ability to make his own way and establish a reputation? One prime example is a shift commander responding to an incident that his replacement (battalion chief) is first due on. Why are you going? If you respond and take over the incident, you are destroying the confidence and credibility of this person. If you respond and are a resource, another set of eyes, and a safety net to boost confidence—and you let your replacement make the decisions—then you are boosting his credibility. Don’t be the one who says, “If I were you, I would …” or “You might want to consider ….” You are the boss, so they are naturally going to take your suggestion, but you have not let them make the decision. Instead try, “Here is what I am seeing; what are you thinking?” Or simply supply information on conditions from the other side of the incident. Unless there is some imminent safety concern, let your replacement figure it out without your unsolicited suggestions. It’s hard not to go because we all love going to fires, but you must consider the unintended consequences.
Stepping back and letting someone else take the reins of any position is sometimes made easy by circumstance. Maybe you get promoted, get transferred across town, or move on to a new organization. Other times, it’s more difficult—like deciding when to retire or simply just stepping back and letting the next person move up. Even more difficult than making that decision is figuring out how to do it! Then, when the time comes, make sure you know what strategy is best for the organization and for your replacement, regardless of the circumstances. Everyone is replaceable, but your strategy of how to handle it is vital to your replacement’s development. Don’t ever hang on and hang around for your own ego and end up damaging the natural process. Size up the situation, know the players, and never leave them holding the bag. Do your best to stay out of the way and work behind the scenes as a silent partner. Maybe ask how it’s going in the new position.
Whether the situation calls for behind-the-scenes, anonymous help or very open and public involvement, always work to make sure your replacement succeeds. It’s not just your reputation at stake. Your replacement’s success is ultimately your legacy.
