WHY? (In a nutshell)

This is the moment when the leadership paradigm shifts from the outgoing leader, to the Board needing to be in the driver’s seat. This is significant, because having the board take charge often appears to be at odds with normal “best practices” and must be done with care, nuance, and with a sound strategy

Top Priorities for the Board

• A Transition Leadership Team must be assembled, with clearly defined transition roles and responsibilities between the outgoing leader (if that is your scenario) and others.

• Decision-making protocols must be clarified to keep the organization moving forward and delivering on its mission.

• Frequent, transparent and strategic communications are key during transition. Closed door meetings, negotiations with legal ramifications, while leadership aims to sort things out will occur. The desire to “wait” on making key announcements or communicating until all is figured out must be addressed.

• It’s important to remember that Leadership Transitions are part of doing business! Your normal feelings of shame, embarrassment, sadness, even victimhood must be shifted by bringing stakeholders into the journey of transition by thinking of their needs.

• Stakeholder emotions and other dynamics in this stage will need to be anticipated and addressed effectively:
• Board members may be anxious, worried, concerned, frustrated, overwhelmed – or they may feel more connected and needed than ever before.
• Staff who are aware of the transition will experience feelings ranging from anger and abandonment to relief and excitement.
• Staff who aren’t aware of the transition will likely sense something is going on, and emotions may range from anxiety to disconnectedness; each with unique behaviors and reactions.
• What about your donors? Ticket buyers? Community partners? Vendors? What do they need to hear? And what do you want them to know about your organization? and THAT question leads to this next point:

While this time does need to be fast-paced, it’s also critical to take a moment to pause, regroup, assess, and go on the offensive – rather than only reacting to deadlines imposed by outside forces. (This may feel very hard to do!)

• Take the time to bring your team together to think about the future of your organization. Inspire your team to be working towards something, rather than having the leader’s departure dominate the narrative. (Of course, you’re not going to have the time before the Press Release is sent out to do a Strategic Planning process, but make the time to have some deep discussions!)

• Consider these questions with your team: What does this transition mean for us? What new opportunities will now be possible for increased impact in the community? Why? What is the organization aiming to do and BE in our Next Chapter?

• I’ve worked with many search committees and often hear “we want a visionary leader” (with the implication that that new person will set the Vision), but WHAT IF the Board and Staff took a minute to figure out what YOU envision? What if you based this vision on the community that you know, on your successes and strengths, and on your clear idea of what you want in terms of impact – for the next 6 months, 12 months, 3 years? Once you’ve established your priorities and prepared, THEN finally it’s time to:

• Draft an Integrated Transition Timeline, addressing both transitional and operational needs. This will include the creation and implementation of an internal and external communications strategy and will roll-out based upon all you know from the above points.

• Create an Interim Plan that will ready the organization for the next leader’s arrival. Ready-ness can range from filling staff vacancies, overhauling budgeting and tracking processes, to launching fundraising campaigns, to creating a turnaround; eliminating years of debt and building up reserves.

• Launch a Search to find the person that has the skills to help you achieve your organization’s vision.

And the “kicker?”

Ideally, ALL this will occur prior to the Press Release going out (and the Press Release should go out as soon as possible, before rumors or leaks occur!)

BOTTOM LINE:

Leading your organization through a transition requires much more than launching the Search – and can go well beyond the hire.

There are distinct stages and related dynamics that you can anticipate and successfully address every step of the way.

However, THE most critical time of any leadership transition is often the moment before the announcements are made when the Board takes charge and must quickly establish transition leadership and powerful messaging that will ensure a smooth and successful transition.

Your Board, staff and community are counting on you!

To learn more about how I work with organizations in transition, or to schedule a confidential conversation with me about YOUR transition, I invite you to take a look at my website HERE.  I’ll learn more about your specific scenario and help you uncover your best next strategic moves.