Jenaissance  By Jenaissance
 (c) November 5, 2009

It could happen to you: One day you’re plugging away in a job you don’t mind, working for a company you like, and then the next day it all changes.

Whether it’s a new boss who steps in and changes the entire dynamic of your work environment, whether the down economy has forced you to take on more responsibilities with no reward, or whether you’ve reached the realization that you just don’t want to keep working in the job anymore, you decide it’s time to get out.

Before you make like Elvis and sneak out the building through the back door—replacing your “hunka-hunka burnin’ Elvis love” with a “hunka-hunka burnin’ out”—remember that even Elvis had a plan for his every move. (Those of you who’ve been to Graceland will remember his personal “TCB” logo – “Taking Care of Business” – emblazoned on the walls of his rec room.)

That’s why you first might want to develop your own personal transition plan before you exit the building. You can borrow a few tips from corporations, which typically have transition plans in place to map out how the company will continue forward in the event of a leadership change, operational disruption or even a natural disaster. The objective of any transition plan, of course, is to keep business running smoothly, even when faced with a major event that disrupts the usual order of things. And, by quitting a job, you are in effect promoting yourself to CEO of your own destiny, so it pays to have a road map to keep your journey running smoothly.

1.      First, consider what your transition plan will entail.

In a business setting, transition planning is used to:

  • Identify key talent embedded within the company—the individuals who will keep the company running successful into the future.
  • Identify key essential positions that are necessary to keeping the company running.
  • Compare the two and see who emerges as key talent, what those individuals can do, and whether they will require a professional development plan to grow into the role within a specified number of years. Core competencies should be developed at the five-year mark, the four-year mark, and so on until the time of estimated transition.

 You can tailor this to your own unique situation by identifying about yourself:

  • What key talents do you possess that will allow you to be successful into the future?
  • What professional goals and aspirations do you have for the future?
  • Where are the gaps that exist between your current skill set and the goals you have?
  • What will you do to help fill in those gaps within the next month? Three months? One year?

2.      Then, identify any potential breakdown points in your transition plan.

Transition plans are helpful, but there are several points at which they frequently can break down. In a business setting, this might happen when:

  • Key talent leaves the company, especially after the company has just invested in them.
  • The plan is put into place but there is no “champion” of the plan, and no follow up.
  • An individual who is expected to leave a key position never leaves. He or she may retire or step down – but it may not always happen voluntarily.
  • In a high-growth industry, the business’s growth objectives never happen, or no one wants to go.

 You can borrow from a corporate transition plan by applying variations on these issues to your own situation by identifying:

  • Who will be your champion(s)? These can be friends, former bosses, colleagues and others who know you well and support your efforts.
  • What people or events could get in your way?
  • What if your efforts go unfulfilled? What will you do next?
  • Who or what will help you be accountable to help you achieve your goals?

 By taking the time to think through these questions, and anticipating any challenges or breakdowns, you’ll be able to sneak out the back door with confidence and an enthusiasm for “taking care of business” in your own unique–and successfuly–way!

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