N E W S & V I E W S • D E C E M B E R 2 0 2 4 15 Imagine a familiar household hero: a white or grey cube-shapedmachine, tirelesslyworking its magic to transform mountains of dirty laundry into fresh, clean clothes. This reliable washer, with its powerful drum and splashy spin, is like a spa day for garments. A few suds, a swirl, and a rinse and everything feels renewed. To keep the magic alive, we simply supply it with detergent, fabric softener, electricity, water, and a steady diet of dirty clothes. In Afrikaans, there’s a saying: “van lekker lag kom lekker huil.” This means “from hearty laughter comes hearty tears.” Growing up, my siblings and I often experienced this firsthand. Many of our joyful, silly moments ended with something broken and the fun quickly shifted to frustration. This expression reminds us that good things can end, often unexpectedly. We seldom consider an endpoint when buying our first washing machine. We connect the power, set up the hoses, and run that first load without thinking of a future breakdown. But inevitably, one day, the washing machine will give out, whether suddenly or after signs of wear and tear. What’s your plan for when that day comes? Have you budgeted for a replacement? Hopefully, this makes you think – but not jinx the lifespan of your current machine! At 23 years old, my own washing machine is still going strong, but only because I’ve done some thoughtful maintenance and made economic decisions about which parts to repair. Organisations work similarly. Key positions are essential to the company’s “cycle”, much like our washers keep us looking presentable. People fill these roles now, but they could suddenly leave for retirement, a new opportunity, or even a lottery win that takes them to a Hawaiian beach. What’s the plan if that happens? Unlike a washing machine, we can’t keep spares in a closet or easily raise emergency funds to replace people with specialised skills. This is where succession planning comes into play. Just as with your washing machine, the day will come when key personnel move on. Our senior management regularly reviews upcoming retirements and other foreseeable departures to prepare for these transitions. Because of our relatively flat organisational structure, we can’t always keep “spare machines” waiting in the wings, which is why we must plan several years ahead. But what can employees do to support succession planning? Surprisingly, quite a lot. Here are some ways employees can help ensure a smooth transition when the time comes: Mentor others: especially newly appointed or less experienced colleagues. Invest in your development: attend relevant conferences, take job-related courses, and participate in industry training programs. Lead and learn: lead projects or teams and take opportunities to shadow senior leaders. “Manage up” effectively: a vital soft skill to enhance workplace relationships and outcomes. Managing up is a concept that can make both your job and your manager’s job easier. It’s not about going over your manager’s head or trying to “manage” them. Instead, it’s about understanding what your manager aims to achieve and how they work best, allowing you to build a productive, mutually beneficial relationship. Here are a few ways to practice this skill: – Understand your manager’s goals. – Build a positive working relationship. – Adapt to their communication style while sharing your own preferences. – Anticipate their needs and communicate proactively. In addition to skill-building, there’s one more essential part of succession planning: Quality Management Systems (QMS). This may sound corporate, but it’s simply about documenting your processes. If you won the lottery tomorrow and booked that one-way flight to Honolulu, would your replacement have a roadmap to follow? Documenting procedures for your role not only helps the next person but also strengthens the organisation’s continuity. Think of it as your legacy, a structured, welldocumented guide that supports NCT’s success for decades to come. So, as you and your washing machine go through the cycles of life, consider how you can contribute to succession planning. Reach out, learn, grow, and take part in developing our future leaders. Here’s to many more years of successful washes and succession planning! Succession Planning: Preparing Today for Tomorrow’s Needs – Neels Reyneke – HR Manager –
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