Recently, the National Institute of Business Management mailed out their 8-page Executive Leadership newsletter. I had not heard of the organization until their mailing, but was curious about the information. The newsletter contained 26 mini-articles related to improving leadership skills. There were a number of catchy titles, such as “How to Win at Politics Without Creating Enemies” and “Talk Like a Leader, Be Seen as a Leader.” Many of the articles were adapted from books or published articles.

One of the more interesting articles was entitled, “Pick a Departing Colleague’s Brain. “The article speaks to all employees, even if turn-over is below average at your employer. A departing colleague provides a golden opportunity, which you must seize.

Some key points of the article:

1. First, treat the departing colleague professionally. Sure, shake their hands and pat them on back, but also carve out some one-on-one time with them. The article suggests taking the person to lunch – not a departmental going away lunch, but a lunch in a quiet setting where just the two of you can talk.

   Why? Well, think of it as a networking opportunity. Most of us think about networking as an activity to do between jobs, or at a Chamber of Commerce meeting, or at an industry conference. Sometimes, we forget to network with those already in our network, those we work with.

2. Talk about their plans. Show interest in their career choice and offer to help them with their transition plans or suggest how others may be of assistance.
3. Be ready to ask for information. There are three pieces of information you need to walk away with:

• Your Role — Departing colleagues may shed some light on how your peers and boss perceive you. Ask the departing person to pass along any comments he or she has heard about your personality and/or work.� This is excellent advice. However, if your ego is too big or too small, you will find asking this question a challenge. Get your ego to the right size, because their answer may amaze you.

  Maybe you thought you were doing a fine job, but their answer reveals that two managers think you are too timid in meetings. Maybe you thought you were the obvious choice for a newly created position. Your lunch meeting reveals a manager from the Chicago office is also a contender. Or maybe they sat in on a meeting where it was informally agreed upon to split the responsibilities of the position, making it more of a supervisory role instead of a Director role. Such insight from your departing colleague could be invaluable in your short-term and long-term success.

• The Organization’s Future — While you are asking questions, you also want to inquire about their knowledge of future organizational changes, such as scheduled hirings, potential layoffs, relocations, new or discontinued product lines. The article suggests you ask, “If you were staying here another year, what would you prepare for?” An open-ended question such as this provides the greatest chance to under cover future organizational changes. Asking a narrow question, such as, “Do you think we will get the contract from XYZ Company?” may receive a simple Yes or No reply.
• Skills, Processes, and Procedures — Related to the what-would-you-prepare-for question, you will want to ask secondary probing questions to uncover your colleague’s “insights [about] how to streamline procedures to work more efficiently.” They may be privy to consolidation or re-organization plans.

When a valued colleague departs, it can throw a team or department into a spin. While finding a comparable replacement is an obvious �must do,� also take an hour to invest in yours and your departing colleague’s future. The time will help in the transition process for both parties. And you may walk away with a whole new perspective of your future with the company.