Developing Successors

I wish I have a capable candidate that I can work on or with to do what I do daily, weekly, monthly and yearly. Most oftentimes I have to drag them unwillingly and get 20% of the learning by all sorts of methods. We need to work with what we have, I’m usually the one inheriting all sorts of characters, I can’t complain but show my best efforts despite the fact that I can already imagine the end result be like.

So I need to change my gameplan this time.

There are four known learning methods the first is doing it together, the second is I show how to do it then you do, the third is I describe how to do it and then you do it and the last is if I’m not mistaken I ask you to do it and you figure it out for yourself how to do it.

Everyone is unique so we need to learn how you learn best before I can work out a method best for your learning plan. There’s also the carrot and stick thing where I need to convince you: you and I are getting an OK appraisal if we pull this off together and will get otherwise if we don’t. There’s no incentive other than more work and retain the increment and bonus rate you got for last year.

I also need to ensure my candidate is available yearlong to ensure the learning sticks, this involves managing their out-of-work issues such as health, family matters, motivation and mental toughness. The last thing I want is to have unplanned downtimes, this will jeopardise the learning plan.

That being said, I sense my time is up. Suddenly I’m tasked with developing successors may mean that I can finally move from what I’m currently doing to the next set of challenges – which is a good thing and I look forward to it.

Let’s get back to our routine Thursday, TTYL.

Cheers 🥂 MFR

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