I
am working on my $ 100.00 challenge. I continue to place the ads on the OLX
site to sell second hand articles. This week I
made two sales.
L12 Activity
05 Acton Hero Erick Slaubaugh
When he was 19 years old, Erick Slabaugh did wanted to
go to college but joined his father's business in a time of need after losing a
major client.
Erick Slabaugh is the second generation of
entrepreneurs in the family, as he said: “Entrepreneurship can be an adventure,
but it also carries with it responsibility.”
At the beginning of his business, Erick had to work
weekdays and weekends, and the profit from his work did not pay off as much as
what his friends made and still had time to enjoy the weekend. But as he said,
today the situation has reversed itself. There were times when he did not find
himself a lucky one, especially when his friends had fun and he had to work.
He mentionated that:
to start a business, it takes courage. When he was a young entrepreneur,
he did not asked questions so he would not frown on his salespeople, but he
said that the older he is, the more mentors he has, and he recognizes how much
would have been wise if he had recognized value of mentorship when he was
young.
The steps for a “Succession planning”
The steps outlined below
provide a roadmap for larger organizations interested in developing succession
plans. Different organizations will implement these activities differently.
While there is no right or wrong way to develop a succession plan, the
following provides important components that need to be considered.
Step 1
Identify key positions for
your organization. These include the executive director, senior management and
other staff members who would, for their specialized skills or level of
experience, be hard to replace. Ask yourself which positions would need to be
filled almost immediately to ensure your organization continues to function
effectively.
Step 2
Review and list your current
and emerging needs. This will involve examining your strategic and operational
plans to clearly articulate priorities.
Step 3
Prepare a chart that
identifies the key positions and individuals in the organization. The positions
might include those listed in step 1 and/or others that are pertinent to your
organization, such as volunteers.
Step 4
Identify and list the gaps by
asking questions such as:
·
Which individuals are slated
to or likely to leave (through retirement, project completion, etc.) and when?
·
Which new positions will be
required to support the strategic plan?
·
Which positions have become or
will become obsolete (for example, those related to a program that has been
terminated)?
·
What skills and knowledge will
need to be developed (for example, to support a new program)?
Step 5
Evaluate/assess
all staff members with the goal of identifying those who have the skills and
knowledge or the potential along with the desire to be
promoted to existing and new positions.
·
The evaluation can be formal
or informal and can include, but is not limited to, performance reviews, 360
degree assessments and informal conversations with the individuals under
consideration.
·
The executive director may be
aware that an employee has aspirations to and the capacity to move up. This may
be an opportunity to recognize this goal and support it.
·
Take this opportunity to give
younger workers a chance. Many young people enthusiastically enter the sector
and then, finding few opportunities for advancement, leave. Younger workers can
remain engaged if you help to match their interests to opportunities provided
through effective succession planning.”
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