I managed to comfortably set my team up for success while I’m gone.
- Everyone knows their roles and responsibilities while I’m away.
- I’ve distributed transition memos and have done transition calls with clients and project teams.
- I set expectations about what I want to see when I get back.
- I made my team’s needs primary in the transition.
One important factor in the success of this transition was to have a half day team retreat a few weeks before I was scheduled to take off. The idea was to have a safe environment off site in a fun, neutral environment in which people could communicate concerns and anxieties, and set ourselves up in the remaining weeks to address them. The retreat was facilitated by two outsiders, which was hugely important.
And it’s not like we didn’t have fun while we were at it. I made sure we had a luxurious breakfast (banana pancakes!), and we started off by talking about what we’re excited for and looking forward to in the next year, both personally and professionally.
Perhaps the biggest concept in motivating people to embrace this time rather than fear it was the potential upside for their own professional development and careers, certainly within the company, but I acknowledged, even beyond. That thing you always wanted to try your hand at? Well, now is the time.
I’m not saying it isn’t going to be rocky, but if there’s one thing I wanted my team to do more than anything else was to collaborate, cooperate, and coordinate. Rely on each other. I said that when I get back after a few months, I will be in a different role, so no one should expect things to go back to the way they were. Take this time to really show your stuff!
And the effect was immediate. The last few weeks have been characterized more by my team members practically tripping over each other in ideas, volunteerism, and excitement, than my dictating how anything should be. I’ve been mostly a silent party on client conference calls, in team meetings, and in email chains as I watch my staff step up in huge ways. I step in here and there to provide some tips and redirect where necessary, but for the most part, I think they cringe more at what they feel are larger mistakes than I believe they are in the big scheme of things. That’s a welcome sign of their taking personal accountability for their work.
Because we spent many weeks prepping clients, by the time I left, they were comfortable with my team members taking larger and larger roles and eventually felt comfortable as I transitioned out of the calls and meetings altogether.
My last few days on the job ended up being leisurely half days… no one needed me to do anything! My email volume plummeted, and I when I asked, I heard no concerns from clients. I was… bored. (Gasp!) My final “act” was to report to my business unit that we are way ahead of forecast and working more efficiently than we ever have before. How many execs can say any of those things in their last few days before taking a few months off? I’m so proud of my team! It truly is a gift.