sitemaster Leadership transition is a delicate time. How the leader begins gives a clue to how he will progress and ultimately end. I propose the CONNECT, CORRECT AND COMMAND theory for the new leader.
The new leader must first connect with the system, existing structures and standards. This involves investing into the emotional bank accounts of the human resources as well as material resources. This is usually subsequent to an on-the-spot appraisal of all resources to confirm their asset-liability indices. During this phase, the new leader seeks to understand the network and workings of human and material resources as well as connect with the existing structures thereby striking a symbiotic connection for productive leadership.
The next is to correct! This phase is critical as it is the real time of change, implementation of mission and intent. Structures and pillars are pulled off gradually but not until alternative pillars have been erected else a total collapse of the institution will be witnessed. Men and machines are either serviced or replaced in line with the new vision while procedures are carefully twigged to suit the new thinking. The earlier stage of connecting makes this phase possible because the bond earlier established survives the fireworks of the revolution at this stage
Then comes the phase of command! This is akin to the workings of system software that runs on commands. The touch of a button activates the programmed system which through series of functions delivers tones of results according to the command given. With this, the organisation is on auto cruise with men and machines already detailed on tasks while the leader supervises and harvests results on all fronts to the applause of all
The sequence must be understood and implemented in an orderly fashion as alteration of any sort frustrates the leader, the led and the expected outcome.
The new leader must see the organisation as a chain which length and beauty is the result of meticulous connections of founding fathers and heroes past which he must connect with, being careful not to rubbish or condemn what he met on ground. He must also ensure that he keeps the terminal end of the chain open and attractive enough for the succeeding leader to connect with correct and command seamlessly.
