HE WAS WILLING TO PROTECT AND DEFEND THE LORD AT HIS OWN EXPENSE. The final two sons were young and still in college. They were working summer jobs at one of the companys factories but were not ready to assume great responsibility. Jack knew that his desire was for all his sons to be involved in the future of his company and had already included them in his projections for the companys development, expansion and future progress. He knew that they would have to choose eventually whether they would carry on the familys business legacy, but he also knew that it was his responsibility as their FATHER, MENTOR, and LEADER, to make the provisions. Jack leaned back in his large, leather-covered chair, closed his eyes, and meditated a moment. He thought, Do I need someone with the intelligence to run the company or the management expertise to grow my resources, or do I need someone who loves me enough to protect and preserve all I have loved all these years? This question was the most important one on his mind. Suddenly, leaning forward, Jack took his pen and inderlined the name of his third son. The decision was made. He chose the son whom he felt LOVED him. The criterion for SUCCESSION in Jacks mind came down to LOVE. Afterward, Jack wrote a memo calling a meeting with his family, knowing that his decision was not in keeping with traditional or industry standard of SUCCESSION PLANNING, but he felt a deep sense of PEACE, JOY, and CONFIDENCE. He then turned his yellow pad over and began to design an INTENSIVE MENTORING PROGRAM for his son David. The fact that you are reading this book is PROOF that you are a VISIONARY LEADER in some capacity, and therefore you will have to face the same challenge Jack faced: HOW DO I CHOOSE A SUCCESSOR AND WHAT CRITERION SHOULD I USE?
Posted on: Sun, 20 Apr 2014 17:27:47 +0000
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