Sacrificial

Succession
COURSE

Paul Rattray
 Sacrificial Succession COURSE

Table of Contents
Introduction.................................................................................................................... 3
2. Practice “True Succession” .................................................................................... 6
Week 2: Choose a Potential Successor to Disciple ............................................................................ 6

2.1 Review ............................................................................................................................... 6

2.2 Principles .......................................................................................................................... 6

Shift your paradigm. ................................................................................................................................ 6
Prepare successors personally. ............................................................................................................. 7
Impact one generation to the next. ....................................................................................................... 7

2.3 Practice ............................................................................................................................. 7

Focus on successors............................................................................................................................... 7
Be ambassadorial. ................................................................................................................................... 8
Base success on successors. ................................................................................................................ 8

2.4 Action ................................................................................................................................ 8

3. Serve Successors ...................................................................................................... 9

Week 3, Servant: Willing to Serve and be Served............................................................................... 9

3.1 Principles .......................................................................................................................... 9

Decrease so successors can increase. ................................................................................................ 9
Make everything known to your successors. ...................................................................................... 9
Entrust the work to successors (Day 2). ............................................................................................... 9

3.2 Practice ........................................................................................................................... 10

Have faith in the successors that you have. ...................................................................................... 10
Change your mind-set about successors. ......................................................................................... 10
Give advanced notice of an upcoming succession. ......................................................................... 10

3.3 Action .............................................................................................................................. 11

4. Sacrifice to Succeed............................................................................................... 12
Week 4, Sacrificer: Willing to Sacrifice and be Sacrificed For ........................................................ 12

4.1 Review ......................................................................................................................... 12

4.2 Principles ........................................................................................................................ 12
Sacrificial succession ‘weakens’ the sacrificer ................................................................................. 12
Sacrificial succession requires mutual sacrifice. ............................................................................... 13
Sacrificial succession is a vicarious sacrifice. ................................................................................... 13

4.3 Practice ........................................................................................................................... 13

Predecessors hand over leadership at the right time. ...................................................................... 13
A mutual (two-way) sacrifice must be made. ..................................................................................... 14
Transfer leadership authority................................................................................................................ 14

4.4 Action .............................................................................................................................. 14

5. Serve to Sustain ...................................................................................................... 15

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Week 5: Sustainer: Willing to Sustain and be Sustained ................................................................. 15

5.1 Principles ........................................................................................................................ 15

Remain to sustain successors. ............................................................................................................ 15
Teach and remind successors. ............................................................................................................ 15
Advocate for successors. ..................................................................................................................... 15

5.2 Practices ......................................................................................................................... 16

Staying on to sustain successors. ....................................................................................................... 16
Advocating proactively for successors. .............................................................................................. 16
Reminding and reprimanding successors. ......................................................................................... 16

5.3 Action .............................................................................................................................. 17

6. Apply Sacrificial Succession ................................................................................. 18

Week 6: Serve x Sacrifice x Sustain = Sacrificial Succession ........................................................ 18

6.1 Principles ........................................................................................................................ 18

Serve by handing on leadership. ......................................................................................................... 18
Sacrifice by handing over leadership. ................................................................................................. 18
Sustain by handing down leadership. ................................................................................................. 18

6.2 Practice ........................................................................................................................... 19

Servants serve without expectation. ................................................................................................... 19
Sacrificers pay the greater price. ......................................................................................................... 19
Sustainers act as advocates. ............................................................................................................... 19

6.3 Action .............................................................................................................................. 20

7. Reward Sacrifice ..................................................................................................... 21

Week 7: Honour Sacrifice; Judge Success on Successors ............................................................ 21

7.1 Review ............................................................................................................................. 21

7.2 Principles ........................................................................................................................ 21
Ensure Three Generations of Sacrificial People. ............................................................................... 21
Foster triune relationships between practitioners. ............................................................................ 22
Get the names and numbers right. ...................................................................................................... 22

7.3 Practice ........................................................................................................................... 22

Honour the service and sacrifices of predecessors. ........................................................................ 22
Judge leadership futures on successor success. ............................................................................. 23
Reward sacrifice by providing incentives. .......................................................................................... 23

7.4 Action .............................................................................................................................. 24

What next? ............................................................................................................................................. 24

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Introduction
Each of us will a legacy for our successors. The question is will it outlast
you, me—and is it good, bad or neither?
My name is Paul Rattray. In this series I will share with you secrets for
leaving behind a successful life and leadership legacy, called the
paradigm of sacrificial succession.
I learned about sacrificial succession through running projects in some
of the hardest places on earth. These nations were defined by crisis and
conflict, yet we made an impact by putting the last, our successors,
first.
Witnessing successors in these hard places become confident leaders,
impacting their nations for good, convinced me of the benefits of
sacrificial succession for anyone who wants to leave a legacy that lasts.
Let me share with you what I am learning from working with inspiring
people in hard places. Through this course you will learn about serving
successors by preparing them as leaders, sacrificing for these
successors by handing over your leadership at the right time and
sustaining successors as leaders by helping them to succeed.
Let’s get started!
Our first session is called Put the Last (Successors), First
This first Session gives an Introduction, Purpose, Outline of the course.
One of my colleagues working in one these hard places is Junior Peres.
This is what he had to say about sacrificial succession: “It is a great
pleasure to share something that has changed my paradigm of
leadership.”
The practical aim of these seven sessions is for you to use the
Sacrificial Succession paradigm to identify and prepare successors and
disciples. Our method is work with a colleague to learn these ‘first last’
principles together.

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Over seven sessions, each of you should identify at least one potential
successor to disciple and start preparing this person as a successor.
By choosing to work with a colleague, at the end of this seven-week
period, each of you should be able to describe the changes that have
occurred from applying the sacrificial succession paradigm to your
personal life and leadership.
Each session is designed to help you do this. In this session the three
main instigators or catalysts for a paradigm shift are discussed: Crisis
is an opportunity to change your paradigm, my epiphany or “aha”
moment was my paradigm shift, and the Parable of the Workers as
an example of my paradigm shift.
My personal aim for this course is to change your paradigm by sharing
a model for you to do that while helping you to personally apply that
paradigm yourself.
Each session focuses on key sacrificial succession principles to
practically apply.
First, we will study the foundations for why we do what we are do, in
each session.
In this lesson the key principle is: “Put the Last (Successors), First.
For example, based on Day 2 in your booklet what was my “aha” or
epiphany moment and what story from the introduction inspired me to
rethink then change my paradigm of leadership?
Talk through the Parable of the Workers. Identify then discuss at least
two challenges to norms this story brings up.
Secondly, we will study together what has been done in other places by
other people who put this principle into practice.
In this session, it is the East Timor “Sacrificial Succession” Case Study.

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Piece together this case study from the book and booklets by
answering the following questions: a) What was the main problem we
faced in this project? b) How long did we take to solve the
problem? c) Why was our solution the only viable one under the
circumstances?
Thirdly, in each lesson, you will be describing how you are going to
apply these principles and practices of Sacrificial Succession to your
life and leadership. We will do this by reflecting on questions about
these principles and practices. Then, the following week, we will review
and discuss how you are going with the actions that you took to apply
sacrificial succession.
Exercise. During this week: a) Identify a successor or disciple and a
colleague to go through sacrificial succession together with you. b) Be
prepared to explain why you have you chosen him or her and, c) Get
ready to share about changes that have occurred, so far, in your
personal life and leadership from applying the sacrificial succession
paradigm.

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2. Practice “True Succession”

Week 2: Choose a Potential Successor to Disciple
“Sacrificial Succession is as applicable for families as it is for
leaders.” Allison Rattray

2.1 Review
• Who is the person that you have identified as a successor,
disciple or colleague and why have you chosen him or her?
• How have you gone with identifying a successor, disciple or
to go through together with these ‘first last’ principles?
• What changes have occurred, so far, in your personal life and
leadership from applying the sacrificial succession paradigm?

2.2 Principles
This week we are studying the three main principles influencing the
practice of True Succession: Paradigm Shift, Personal Preparation and
Generational Impact.
Shift your paradigm.
Involves a ‘conversion’ from one norm to another (Thomas J. Kuhn,
1970). On Day 11, Kuhn describes the conditions for radical change as
being a crisis that challenges the normal ways things are done [a
paradigm]. A conversion [a shift] from an old paradigm to a new one
provides the right conditions for a paradigm shift. Based on Junior
Peres’ quote: “It is a great pleasure to share something that has
changed my paradigm of leadership,” and his testimony, what three
things evidenced his paradigm shift?

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Prepare successors personally.

For a “true succession” to occur, predecessor must directly influence
successor (John N. Williams, 2008). Think of some examples from the
book and booklet of true succession and explain how they represent
personal preparation of successors. Here are two examples: 1) Jesus
said to his disciples, “I no longer call you servants, because servants
don’t know what their master is doing. But now I call you friends,
because I have told you everything that my Father told me,” John 15:15,
2) After selling his property, Keith stayed on as the caretaker of the farm
and home he established, sacrificing his leadership by staying on to
help sustain a successor who, in some ways has relationally become
the son he never had. (See the book section “Pay the Greater Price.”)
Impact one generation to the next.
Paul of Tarsus’ said, “And the things you have heard me say in the
presence of many witnesses entrust to reliable people who will also be
qualified to teach others.” (2 Timothy 2:2) Paul intentionally prepared
successors who discipled successors who discipled successors. What
was the generational impact of Paul through his successors? How
many generations of successor were prepared through Paul?

2.3 Practice
To put into practice a paradigm shift by personally preparing
successors for generational impact, requires you to do three things:
Focus on successors.
This paradigm shifts from being leader-centric to being successor-
driven. Davi and Junior and their team in East Timor had to shift their
paradigm to have faith in their successors, despite all the natural reason
why they were not ready. Give some of the reasons why both
predecessors and successors needed a paradigm shift.

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Be ambassadorial.
Predecessors do this by putting the interests of successors first.
Jefferey Sonnenfeld (1998) talks about current leaders being
“ambassador-like” by advocating for and guiding successors. Give
some examples from the book and booklets about ambassadorial
people and what they do.
Base success on successors.
Rather than focusing on the success of leaders or leadership, we
become successor centric. Explain why Davi said, “It’s a miracle!” at
the graduation of our first cohort of successors. (Read book section,
“Decrease so Successors can Increase.”) Based on the East Timor
Case Study how did our paradigm shift from being leader-focused to
become successor-centric?

2.4 Action
• Explain how your organisation (or you) rate statistically with
preparing successors. In other words: how many leaders do
you currently have and how many of those current leaders are
preparing successors?
• Describe a person you are influencing in a successional way
and how you are doing that.
• Share a personal example of a true succession relationship
that inspires you.

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3. Serve Successors
Week 3, Servant: Willing to Serve and be Served

3.1 Principles
These three key principles of service apply to both predecessors and
successors, yet they are not an end in themselves, rather they are a
means to an end: Sacrifice.
Decrease so successors can increase.
Leaders intentionally decrease their authority and influence over time,
so successors can increase theirs. Remember the successor (Day 7)
who testified that his predecessor’s humble sacrifice of leadership was
what made him truly great.
Make everything known to your successors.
A world leader once said to his followers, “Only share enough of what
you know with your followers to help them become good leaders, but
not enough for them to usurp your power.” Think about how this
attitude contrasts with the willingness of a predecessor to ‘make
everything they know, known to their successors. (Days 8, 24).
Entrust the work to successors (Day 2).
This process of “putting the last first” is about envisioning who they will
become, empowering them to be leaders then entrusting the work to
them. Jesus envisioned who his disciples would become by saying, “I
will make you fishers of men.” He empowered them by promising, “You
will do even greater things than me”. Then he entrusted the work to
them by saying, “As the Father sent me so I am sending you.”

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3.2 Practice
Willingly serving and being served is proved through actions rather than
words. Practically, this means having faith in people that you may not
believe are ready to be successors, changing your mindset about them
by learning to love and trust them, despite your misgivings, and giving
them advanced notice of the succession despite the risk.
Have faith in the successors that you have.
Remember the testimony of Davi and Junior in East Timor? Who were
the people we had to trust and have faith in for a sacrificial succession
to occur? Why was this leap of faith of challenging?
Change your mind-set about successors.
Having faith in successors who we naturally lack faith in usually requires
us to learn to love and care for them, first. Tellingly, it took Va Bi more
than 20 years of working among this people for him to learn to love
them enough to hand over leadership to them (Day 6).
“One of the famous sayings among our people is: ‘don’t waste
your time with this people; they are predestined to go to hell!’
Now, this mindset that I had for these people has been
eliminated and embrace them with love.” Va Bi, Myanmar
Give advanced notice of an upcoming succession.
For those who need to know, having advanced notice of an upcoming
succession is vital. Stephen R. Covey calls this fourth habit: “Begin with
the end in mind,” in his book Seven Habits of Highly Effective People.
Despite the risk from those who wanted to harm us, we were
transparent about the upcoming succession in East Timor.

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3.3 Action
• Share how you are serving successors by putting them first.
Give real life examples of your current disciple, successor or
colleague and their ‘proof’ of service.
• Explain what trust and mindset issues you need to change to
serve your successors better. Discuss the “Judas Principle”,
Day 26.
• Describe what ‘advanced notice’ looks like to you in relation
to your successors.

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4. Sacrifice to Succeed
Week 4, Sacrificer: Willing to Sacrifice and be Sacrificed For
“The success is in the sacrifice.” Garry Wheelhouse

4.1 Review
• Profile the person you have chosen to impact: Share their
Story – Who they are? Show their Qualities – Why they are
important? Set Guidelines – How to manage the relationship?
• Assess your project by honestly sharing about what could
happen if you had to hand over your leadership to this
colleague or successor.
• Give a recent example since you started the course of you
and your disciple or colleague acting sacrificially.

4.2 Principles
Bridging the gap between serving and sustaining, the sacrifice phase is
the connecting point between the two. Without sacrifice, the other two
phases of serve and sustain remain good in and of themselves,
however remain unconnected.
Sacrificial succession ‘weakens’ the sacrificer.
Junior says this in the book section “Practice different sorts of
sacrifice”. Sir Francis Bacon (1625) confirms this sentiment by saying
that, “By indignities men come to dignities (Day 10). How is it possible
that strength could come through weakness or indignity? While this
truth is impossible to understand naturalistically, the ‘strange attraction’
we have to sacrificial service, testifies to the truth of this principle,
which brings order out of chaos (Day, 9).

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Sacrificial succession requires mutual sacrifice.

Both parties must humble themselves in different ways, by sacrificing
their time to spend it with each other (Day 17), by predecessor
magnanimously handing over leadership and successor humbly
accepting this magnanimity (Day, 26). What was the outcome of this
mutual sacrifice in East Timor according to Junior?
Sacrificial succession is a vicarious sacrifice. This means that the
predecessor pays the greater [ransom] price for successor success
(Day 9). This substitutionary act is sacrificially by predecessor for the
sake of his or her successor. This vicarious willingness to figuratively
and literally lay down one’s life for a friend or successors is the best
example of this quality (Day 13) and the pinnacle of human altruism.
Give one example from the book and booklets (e.g. Rick Riscora).

4.3 Practice
The sacrifice phase is the most important step to put into practice,
because without it, serving stays as servant leadership or servantship
and sustaining successors does not happen.
Predecessors hand over leadership at the right time.
The timing must be in favour of successors. Watch the video or read the
David Ma Mang’s Testimony from Myanmar about handing over the
leadership at the right time in a hard place and the success it brought to
their project though the most unlikely people. Describe the generational
impact of his sacrificial succession.

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A mutual (two-way) sacrifice must be made.

This mutual sacrifice is between predecessors and successors. Cheryl
Forbes (1983) talks about this sort of mutual humility being the
antithesis of power leadership. Gui (2009) calls them ‘reciprocal
sacrifices’ because both parties willingly give for the other. Freely give
to others what you have freely received yourself is the operative
principle. Explain Gary’s statement in this context.
Transfer leadership authority.
An interim period for transferring leadership authority must be
implemented mid-tenure, during the sacrifice phase. The practical
transfer of authority from predecessor to protégé are the management
and administrative roles of incumbent leader being handed over to
successor.

4.4 Action
• List the actions you need to take for a sacrificial leadership
transition to work in your life. (There are at least three roles
and phases.)
• Describe each of the mutual sacrifices you and your
successor are making and how they are sacrificial in a
transition.
• Explain how each of these sacrifices are unselfish or selfishly
motivated and their contribution to a succession.

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5. Serve to Sustain
Week 5: Sustainer: Willing to Sustain and be Sustained

5.1 Principles
The role of sustainer requires predecessors to stay on by helping their
successors, reminding them about everything they have learned and
advocating for these successors, especially with leadership.
Remain to sustain successors.
In The Hero’s Farewell: What Happens When CEOs Retire (1991),
Jefferey Sonnenfeld talks about the best leaders being ambassador-like
rather than ‘hero-leaders’ who behave like kings or generals, unable to
let go of their leadership roles or have a positive input into their
successors. Ambassadorial leaders choose to stay on to unselfishly
help sustain their successors and the successions.
Teach and remind successors.
This two-fold role of a sustainer is first an interactive [didactic]
discourse, with the explicit purpose being to instruct and guide
successors. Secondly, this role is one of predecessor reminding
successors to stick to the rules of sacrificial succession they have
learned. This includes reprimanding them when they do not follow these
rules.
Advocate for successors.
The final role of advocate pleads a successor's cause, especially with
leadership, by smoothing the way, helping them grow as new leaders.
This sustaining role of advocate or mediator applies to superiors and
peers of successors. In a wider sense, advocates act as helpers and
aids to the new leader, leading from behind.

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5.2 Practices
The three sustaining practices essentially mirror the three roles of a
sustainer and involve staying on to sustain, advocate for, remind and
reprimand successors about everything they have learned about
sacrificial succession.
Staying on to sustain successors.
In practice this involves you being ‘ambassadorial’. Jefferey Sonnenfeld
(2002) says that such outgoing or replaced leaders continue in the
organisation to actively support rather than subvert their successors.
Pete is a great example of this sustaining role. (See “Stay on to Sustain
Successors.)”
Advocating proactively for successors.
In the book “Mike” is another great example of a successional leader
who continues to advocate for his successor in an ambassadorial role.
Piece together his story from the book and explain why Mike is
regarded as such a great ambassador. Use the following story outline:
a) Set the Scene, b) Explain the Problem, c) Share the Emotions, d)
Define the Options, e) Describe the Resolution and f) Share your
Insights.
Reminding and reprimanding successors.
While advocating for successors, predecessors also must remind and
reprimand them to stay true to everything that they have learned about
sacrificial succession. In the book section “Sacrifice Leadership” there
is a line which says, “In this case, the best mediator is a predecessor
who has already been through the process.” Read the meditation or
devotion on Day 14 in your booklet and think about how this mediatory
role of sustainer is part of being a ‘living sacrifice.’ Why does the saying,
“It takes one to know one,” apply well here?

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“Handing over leadership to a young successor much earlier

than expected, freed me up to mentor many more leaders and
have much greater impact.” Pete

5.3 Action
• Give practical, ‘real life’ examples of the three main roles of a
Sustainer: Helper, Teacher and Advocate.
• Share some of the ‘sustain’ challenges that you (will) face
from leadership, successors and disciples.
• Assess the current levels of trust (High or Low) between the
sustainers and sustained in your organisation.

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6. Apply Sacrificial Succession

Week 6: Serve x Sacrifice x Sustain = Sacrificial Succession

6.1 Principles
Modelling is being an example to another person that they can emulate.
These three triune roles (Servant, Sacrificer and Sustainer) and their
corresponding stages of serve, sacrifice and sustain are the most
important principles to practice because, together, they combine to
become a sacrificial succession. For predecessors especially, modelling
the following principles proves a paradigm shift has occurred in your
life. Explain the difference between mentoring and modelling, if there is
one.
Serve by handing on leadership.
Predecessors do this by preparing successors then handing over
leadership to them at an agreed time that suits successors’ best
interests. Serving in this way, according to Days 4, 5 and 11 in your
booklets are what starts a sacrificial succession by providing the right
conditions for a sacrifice to occur. Define these ‘right conditions”.
Sacrifice by handing over leadership.
There are some key concepts or ideas that help describe the sorts of
sacrifices that are needed to model sacrificial leadership. For example:
putting the last first (Day 2), ransoming successors (Day 4), strange
attraction (Day 9) and serving to sacrifice (Day 27). Explain what each of
these concepts mean to you.
Sustain by handing down leadership.
The best example of a great sustainer (and parent) is that they don’t
leave orphans (Day 28). Sacrificial leaders do this by preparing and
sustaining at least two or three generations of successors such as
described in the ‘Rule of Three,’ Day 29. Who is someone that did this
well in the book or booklets?

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“Sacrificially handing over leadership to my successor was

tough! But the success I have seen in a resistant stronghold is
worth it.” David Ma Mang

6.2 Practice
Modelling sacrificial leadership is about Predecessors, Successors and
Disciples, putting its principles into practice throughout its three stages
of: Serve, Sacrifice and Sustain.
Servants serve without expectation.
Two practices must be modelled by servants serving in whatever role
they have, to: a) serve without expecting that their service will win them
promotion and b) minister by serving others through leadership roles.
Sacrificers pay the greater price. In practice, this sacrifice can only
occur if incumbent leader willingly pays the greater [ransom] price and
does so by laying down their leadership [vicariously] for successor
success. Give examples of the mutual sacrifice by both successors and
predecessors in a sacrificial succession (Days 17 & 26 and the book
section “Make a Mutual Sacrifice”.)
Sustainers act as advocates. To successfully apply advocacy and
accountability for successors requires predecessors to be proactive.
This means anticipating challenging situations for successors and
helping them overcome these challenges. These two related roles of
advocacy are about keeping successors accountable and being a
champion of their causes. Use the cases of Mike, Pete, Keith or Junior
to explain how they act as advocates in these ways for their successors.

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6.3 Action
• Share which specific Sacrificial Succession Characteristics
are your greatest strengths and the ones needing the most
improvement.
• Describe which Sacrificial Characteristics that are most
important and when during the Serve, Sacrifice and Sustain
stages of a transition.
• Explain the steps you will take to enact a sacrificial
succession, propose a tentative timeline and identify specific
challenges.

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7. Reward Sacrifice
Week 7: Honour Sacrifice; Judge Success on Successors

7.1 Review
• Describe how you have acted to improve the weaknesses in
the sacrificial areas that you struggle with the most.
• Identify where you and your disciple are at currently at in the
Serve, Sacrifice and Sustain stages of a transition.
• Evaluate the effectiveness of the steps you have taken to
enact a sacrificial succession based on the timeline proposed.

7.2 Principles
As the last lesson of the course, the focus of our principles is on
continuity from one generation to the next, fostering strong
relationships between these sacrificial practitioners and reporting the
right facts and figures to the relevant authorities.
Ensure Three Generations of Sacrificial People.
In a sacrificial succession, the rule of three must involve at least three
generations of sacrificial people and stages (Day 29). Describe the ‘rule
of three’ roles and stages involved in a sacrificial succession and
relationships between each practitioner.
For example, the: a) “true succession” relationship, between the three
successional generations b) three relational phases of a sacrificial
succession, or c) relationships between those authorising and those
carrying out the succession.

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Foster triune relationships between practitioners. To foster

friendship and fellowship between Leadership, Predecessors and
Successors is about building the foundations that support such
endeavours (Day 30). Explain how these relationships are built, starting
with the serve, sacrifice and sustain phases of a transition, the
hierarchies involved and how leaders model these values. (Read the
notes for the chapter “Serve Successors.”)
Get the names and numbers right. Successional success is based
on getting both the names and numbers right. Give an example from
Day 31, why names and numbers are significant in families and why
they should be given more importance in transitions, especially
sacrificial successions. Explain why names and numbers are important
in projects where generational success is a key milestone.

7.3 Practice
To practically continue an enterprise from one generation to the next
requires predecessors and successors to build a (counter)culture that
rewards sacrificial people and refutes those who are unsacrificial.
Honour the service and sacrifices of predecessors.
In practice, honours and rewards for a job well done are usually BOTH
social and financial, and depend on when (beginning, middle or end) in
a transition ‘success’ is determined and measured.
Explain the difference between judging success based on ones “peak”
rather than ‘ripples’. (Use examples from the sections: Honour Service
and Sacrifice and Honour Sacrificial Service, in the book.)
Use the examples from the book of Robert Schuller, Nelson Mandela
and David Maxwell’s transitions to describe why these great leaders
were largely un-successional despite their rewards for honourable
service.

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Judge leadership futures on successor success.

Futures are the current value that investors put on a service or product
or commodity in future. (Use the seven qualities from the section in the
book “Note Sacrificial Characteristics”: Servant, Minister, Learner,
Helper, Friend, Substitute and Advocate, to evaluate your own and your
disciple / successor or colleague’s sacrificial actions. How do they
stack up?
Give yourself a score out of /7. This score helps us determine the future
[sacrificial] value of your current service. The lower the score now, the
lower the future value of your sacrificial futures.
Reward sacrifice by providing incentives.
Providing incentives and disincentives are common practice to shape or
model behaviour. Give some examples from your current workplace of
incentives that are used to model behaviour.
Provide one practical example each of the social and financial rewards
and honours that can be applied to encourage sacrificial behaviours and
discourage un-successional ones.

Sacrificial Selfish

Social Social

Financial Financial

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7.4 Action
• Describe how ‘success’ is currently rewarded in your
organisation.
• Explain what must change to reward sacrificial successors.
• Share how you are going with your successor project.

“It’s a miracle! I never thought that we could have so many

successors in such a difficult and challenging place.” Davi

What next?
Do it!
§ Apply the principles.
§ Practice them personally.
§ Model them with others.

* Don’t say it can’t be done because it can (Day 12). At 84 years old,
my adopted ‘father’ Kel, personally mentors 35 young men like me.

If you are committed to being sacrificial, we are committed to helping

you with your sacrificial succession. We can connect you with a
community of thousands who are applying sacrificial succession in hard
places and thriving.

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