The question that constantly comes to mind of those in leadership is: "Am I indispensable?" The obvious answer is NO. If this is true, what must be done? Today, leadership gurus call it "Succession planning". What makes it work? Handing over leadership and ownership to the next generation seems to be a common rite of passage, but with the hard work of a lifetime on the line, it's also one of the most complex tasks anyone can undertake.

It's a challenge that leaders in every industry have to face at some point. Eventually, the work has to be passed on to the next generation of leaders. In today's context, that means grooming someone for leadership. In my 26 years of ministry, I have witnessed and served with leaders who started well but ended in power struggle and fell badly.

This brings to memory when I was first approached to consider leadership in the Asia Pacific Region in 1995. To this, I asked then Vice President of Overseas Department Rev John Cook, what is the term of ministry? His reply was, "there is no term, you serve till God calls you out". The pondering question was, what if I feel called later to another ministry? The reply was simply you leave and move on. At that point, I wasn't sure if this included "Succession planning" when I haven't even began. The obvious question still stands: "Am I indispensable?".

Looking at Scripture, I see Moses had Joshua, Elijah had Elisha, Paul had Timothy and so forth. Thus, upon my appointment as the Regional Director for the Asia Pacific Region in 1997, I began the process of praying and seeking out an assistant. Those who have served with me will realize that I have considered one or more candidates and finally nailing it down to Rev David Ra. It took the Board of CEF Korea many years to say yes to my request. This is like planning for my exit even before I got started.

So, here are the questions:

When does transition planning start?

I say this not only to myself but also to the other members of the AP team. We must work ourselves out of our ministry by intentionally motivating and mentoring members who will be future leaders. Both incoming and outgoing members have a role in ensuring the continuity that comes with good transition – don't wait until you are an outgoing leader to think about transition!

Someone shared: "Transition planning should be done early – perhaps when you are only a third of the way through your term of office. What you need to do is to look at your organization and think about who could take over from you. Your successor doesn't have to be the same as you, nor do they have to be as good as you. The potential successors that you identify just need to be capable of doing the ministry. They might not do things like you, they might focus on different things - but this is fine. There is an advantage in doing things differently, and you need to be open-minded when considering who could take over from you. The real issue is not style, but competence."

How to handover?

Successful handing over the torch, or the baton means ensuring that your successor is able to do the ministry. If handover is done properly, it can allow your successor to ‘hit the ground running' - to get off to a good start, and get a lot of work done. To hand over successfully, you need to be empowering. It isn't enough to tell somebody what they need to do; they also need to feel that they can do it. You need to be prepared for questions when handing over. This is an important part of allowing your successor to start thinking and acting for them. It is well said that handover should really consist of three phases.

1. The first phase is involving and preparing. Which should start when your successor is chosen, and continue until just before you are due to leave your post, and involve a low level of contact.
   
   
2. The second phase is the active handover phase, when you and your successor should spend a lot of time with each other talking about stuff.
   
   
3. The third phase is the being available stage, where you have to be there for your successor.

The more cooperative both the incoming and outgoing leadership are during the transition period, the more effective the organization will be. It is very important that David and I spend time in the transition process. I'll shadow David in this last year – go to countries together, give him some responsibilities at meetings, sit down and go over the transition with him, and allow him to ask a lot of questions.

Interestingly, for me, I'm looking forward to handing over to Rev David Ra and cannot wait for that day to come. The joy is that I know he is able to take on the challenges and perform his duties to serve you over and above what I have done.

Do pray for David and his family as they prepare themselves for the new role. In case, some of you are wondering who David Ra is, you can read about him and you'll understand his heartbeat.

At the same time, let me express my sincere THANK YOU for your support during the last 10 years I served you. Your understanding and patience, also your tithes towards the region have provided the funds for my travels to visit you.

Please also note that CEF Korea, in celebration of their 50^th year of faithful ministry in reaching children is hosting the Asia Pacific Conference from the 3^rd to 7^th of September 2007. Do mark this in your calendar and plan. Start saving to come. The Asia Pacific Regional Team wishes each one of you "Glory to God in the highest, and on earth peace to men on whom His favor rests."

Rev Tan Cheng Huat
Regional Director
CEF AP Family News
Oct-Dec 2006

REMINDER to all AP Region National Directors/Coordinators: Please have your 2006 Ministry Report in by end of January 2007.

Thank you very much.