Transitioning To New Leadership Requires Planning

When individuals lead an organization for a long time, there is a certain internal culture that is established. This happens in most organizations and is a natural occurrence.  Even though the mission would remain the same, the culture may change significantly once a new leader takes over. We certainly see it in the private sector and it is definitely true in the nonprofit arena too. This does not imply that Boards and staffs will not adapt to new leadership but it is not always easy to get there. A change in leadership can mean a change in organizational priorities, strategies and goals. Staff that is used to the old priorities and goals must quickly adapt to the new plan. Also, the new leader must be sensitive to changes and make them incrementally and thoughtfully; otherwise, the culture will quickly become negative and fraught with resistance and paranoia. 

A smart leader will take time to listen and learn about the staff and Board and their strengths and weaknesses. Having an open dialogue and understanding of changes that are being planned is a key component to a smooth transition. Also, the new leader should be open to new ideas and suggestions that may have been overlooked or not appreciated under the old regime. Most organizations could benefit from a succession plan for leadership change. It becomes part of the overall strategic plan for the entity. It does not mean that the succession plan has to be for immediate implementation but that it has, at least, been discussed and planned for. This is something that can be orchestrated by either the Governance Committee or the Executive Committee of the Board.

Having a plan in place, whether it is interim or long term, is important to any transition. Also, it is best that the long term leader remove themselves from any decisions relating to the new leader. Once a change occurs, the organization should be focused on the future and not the past. I have seen organizations struggle because they relied too heavily on the past leader to guide them into the future, even though the new leader was in place. Both the staff and Board must agree (along with the outgoing leader) that full support and focus must be given to the new person at the helm. Otherwise, a fragmented system will be created and it will be extremely difficult for anyone to effectively lead.

It is common for leaders to always think their method of leading is the best. It might be or might have been at one time but it does not mean that the next leader should automatically adapt to the old leader’s style or method. The objective should always be to accomplish goals, carry out the mission and operate efficiently and effectively. Tomorrow’s leaders need to use their own skills and abilities to lead an organization into the future. Good leaders know when it is time to transition out and to make way for the future. There is nothing wrong with that at all. A leader’s final gift to an organization they have led may be to step aside and let others take the reins. Having a plan in place to insure a smooth transition is the most important first step. Otherwise, who knows what will happen?

Tom Keith
President, Sisters of Charity Foundation of South Carolina

Happy Fourth of July!