Mohammad Hossein Safaei, an industry expert, discussed the appropriate time for managers to resign from their responsibilities, stating: In every organization, sooner or later, the question arises: "When should one step down from the management desk?" The answer to this question seems simple at first glance; the end of a mission, reaching retirement age, or the end of a term of responsibility. However, in practice, the matter is more complex.
Complexities of Remaining in Position
Sometimes managers, due to their influence and attachment to the position they have held for years, extend their time in office beyond their term of responsibility. This is where a fundamental question arises: Should a manager's competence continue with their tenure in that role, or can experience be preserved while handing over the leadership to someone else?
Sadi has a tale that still holds relevance for today's management systems. A minister who had been dismissed joined a group of dervishes. When he was invited back to take on responsibilities, he declined and said: "It is better for the wise to be occupied than to be dismissed." This story shows that a wise person knows that a position is not the goal of life and not their personal property.
Training Successors and Transferring Experience
An experienced manager is an asset to the organization, but experience should not be an excuse for endless tenure in a position. The greatest service a manager can provide in their final years of service is to train successors who can manage the organization's future better than today. Retirement should not be seen as a means of discarding experience. An experienced individual nearing the end of their service can be transitioned from executive roles to areas such as training, consulting, and succession planning.
Looking at Japan's experience from this perspective is also noteworthy. The traditional Japanese employment model is based on long-term employment and a strong bond between employees and the organization, but this does not mean that one must remain in a fixed position until the end of their career. In Japan's human resource systems, the rotation and reassignment of employees among units and responsibilities is common, and the country's new policies also emphasize utilizing the capabilities and experience of older employees.
The Necessity of Management Rotation
Management rotation should not occur solely at the brink of retirement. If a reasonable term is considered for holding managerial responsibilities - for example, a maximum of four years with performance evaluation - the organization will be protected from the risk of a manager becoming too entrenched in a position. If management rotation is based on competence, it creates motivation and opens the path for the growth of young talents.
Ultimately, the issue is not just about the retirement of a few managers; it is about the future of the organization. An organization whose managers step down in a timely manner and transfer their experience does not actually lose anything; rather, it gains two assets: the experience of the previous generation and the energy of the next generation. The value of a manager is not in the duration they sit behind the desk of leadership; it is in the impact they leave after departing from that responsibility.
Read more: National Oil Products Distribution Company: The removal of gasoline quotas for new vehicles is a rumor! · The development of Iran's trade cooperation with neighboring countries is in focus
