原文网址：https://www.toastmasters.org/leadership-central/featured-article/june-2018
TI官网领导力中心特色文章2018年6月

4 Essential Tips for Outgoing Leaders

对离任领导的4个基本提示

Make things go smoothly for your successors

使接班传承顺利进行

Remember the challenges you faced when you accepted your recent leadership role? Did you have outgoing leaders supporting you? That opportunity is now yours—help make it a smooth transition for incoming successors with these outgoing leader tips, recommended, in part, by S. Chris Edmonds, a speaker, executive consultant and member of the Forbes Coaches Council:
还记得接受最近的领导职务时面临的挑战吗？您有即将离任的领导人支持您吗？现在是您的机会—这些演讲技巧，执行顾问，《福布斯》教练委员会成员S.克里斯·埃德蒙兹（S. Chris Edmonds）推荐的这些离任的领导技巧，有助于使接任继任者顺利过渡。

1. Pass the positivity forward
   Recognizing that incoming leaders inherit more than a team’s strategy and goals—they also take possession of its energy and culture—the first step is to affirm your unique strengths in very concrete terms. Ensure your club and districts’ futures by pointing out how and why they work now. Be specific. Pinpoint the excellence and positive energy over the past year.
   传递积极性
   认识到即将到来的领导者不仅继承了团队的战略和目标——他们还掌握了自己的能量和文化——第一步是以非常具体的方式肯定您的独特优势。指出您的俱乐部和地区未来的运作方式和原因，以确保它们的未来。请明确点。指出过去一年中的卓越表现和积极能量。

2. Be transparent
   On the flip side, outgoing leaders should also acknowledge any issues. If a project or tough situation has yet to be resolved, let your successor know. Communicate what has kept you up at night regarding this leadership role over the past year. Transparency is a very valued asset today; use it to your team’s future advantage.
   透明
   另一方面，即将离任的领导人也应承认任何问题。如果有待解决的项目或困境，请告知您的继任者。传达过去一年领导角色中让您彻夜不眠的问题。透明性是当今非常有价值的资产。用它来作为您团队的未来优势。

3. Make yourself accessible
   Leadership transition has no set time limit. It’s not simply defined as a one-day, one-week or one-month process; ideally, the transfer of insight and information should be ongoing as needed. Offer your time for live calls and face-to-face meetings, even after the leadership torch has been passed. As any good leader knows, the learning continues long after you’ve stopped leading.
   使自己容易接近
   领导层过渡没有设定时间限制。它不是简单地定义为一天，一周或一个月的过程；理想情况下，洞察力和信息的传递应根据需要进行。即使在领导传承仪式之后，也要花时间进行实时电话会议和面对面的会议。任何一位优秀的领导者都知道，在您停止领导后很长一段时间内，学习仍在继续。

4. Ask and answer the tough questions
   While training new leadership, you want to ask yourself and respond to in writing some pertinent questions of preparation for incoming leaders:

   • What was the most rewarding aspect of your position?
   • What did you find most challenging?
   • Name the internal and external resources you found to be most helpful; provide contact information and any appropriate notations/significant correspondence.
   • Make a past calendar of events that took place when you were in leadership; indicate what you would like to see continue.
   • Looking back, name one thing you wish you knew when you started this leadership role.
     提出并回答棘手的问题
     在培训新领导层时，您想问自己、并以书面形式做出答复 ，为即将上任的领导者做一些准备的相关问题：
     您的职位最有意义的方面是什么？
     您觉得最具挑战性的是什么？
     指出您认为最有用的内部和外部资源；提供联系信息和任何适当的提示/重要信件。
     回顾一下您担任领导职务时发生的事件；指出您希望的内容。
     回顾一下，开始担任领导角色时您希望知道的一件事。

Consider making these questions and answers available at a pre-arranged meeting with your successor. It could be a cup of coffee or lunch. Make it formal but be sure to make it fun, too.
考虑在与继任者的预先安排的会议上提供这些问题和答案。可能是一杯咖啡或午餐。使其正式，但也一定要使其有趣。

Additional Resources:

• Toastmasters International: Leadership Transition
• Lessons on Leadership Transitions: The Good, The Bad and The Ugly
  其他资源：
  国际演讲会：领导力过渡
  领导权过渡的经验教训：好，坏和丑