Sustainability and Succession Planning
Key learnings:
Identification of what’s unique and essential about this portfolio of businesses and practices:
- Identification of what’s unique and essential about this portfolio of businesses and practices
- Identification of practical management responsibilities
- Development of an ongoing board of stewards to manage portfolio strategic direction
- Deeper dives into the personal space – what is ending, shedding, etc. and what is emerging – complete with ongoing forays continuing
Key process elements:
- Stakeholder interviews
- Deep listening
- Dedicated time in nature, including solos and wandering seeded with questions, paired reflection, witnessing, storytelling, mirroring, group prototyping.
Success looks like:
- Founders are transitioned into their next “chapter” and cultivating their new way of being
- Institution is being cultivated and continuing to be a demonstration point of sustainability for Nova Scotia (and beyond)
- Family members are supportive of life beyond the current situation
Help needed:
- Cultivation of an emerging board of stewards
- Hiring of dedicated management
- Insights into “founders syndrome”
Group posts
No posts.
Agriculture/Sustainability
Nova Scotia, Canada
Moderated by Presencing Institute
Project leader:
Jim Marsden
Organization:
Presencing Institute and Lean In
Big idea:
Founders of a Retreat/Sustainable Forestry center want to transition ongoing management of the center while cultivating its ongoing innovation in sustainability practices.Their personal drive to move beyond their current stance, way of being and management responsibilities toward a deeper calling.
