How succession planning can be effective, energizing and hopeful: Three simple steps

As I write this post, the Democratic National Convention is taking place - filled with energy, enthusiasm, and celebration. Last month I wrote how recent events were giving each of us a lesson in how to effectively plan for our succession - and the lessons continue! President Joe Biden had the graciousness to pass the torch to Kamala Harris….and she is running with it!

Our last post explored the emotional dimension of succession planning - which is, very simply, all of the challenges that may go along with a leader NOT wanting to step down. Yet what is powerful, and what we are seeing play out before our eyes, is the idea that the organization is MORE than any one leader. For that reason, a great succession process, as our country is seeing now, is hopeful and energizing.

ID: blue background, yellow sun, yellow path up a mountain, mountain, two brownish people. Female person uphill holds a torch.

After you read our last post, you may have thought, what are the steps to actually working on succession planning?

First, it's important to mention that there are different succession scenarios:

One is what we call, “the succession scramble.”

That’s when a senior leader leaves unexpectedly, possibly because of a health issue, life issue, or even an ethical one.

In order to decrease the risk to the organization of the succession scramble, all organizations should have an emergency succession plan created by a board and staff committee. This plan describes what will happen if a key leader in your organization is no longer able to come to work. The emergency succession plan details who will take over in case of an unexpected leadership shift.

A planned departure.

Fortunately, most organizations are not working from a succession scramble - but rather a planned departure of a senior leader - most often the Executive Director.

In times of leadership change, the Board does need to step up and take a more active role. Customarily a Board Succession Committee would oversee the following three steps:

1. Collect everything that is needed to pass the torch.

This includes a detailed job description for the Executive Director, which will be invaluable in hiring a new Executive. In other words, the outgoing Executive Director should list out all the different duties that person does, with a rough sense of what percentage of the job is allocated to what.

If the Executive focuses on fundraising (which is often the case), it is important to document relationships with key funders and donors and create a plan for transferring those relationships.

This step includes gathering some data around the state of the organization, especially the finances. Are there vulnerabilities and/or what are the strengths? Ask other questions pertinent to the role and organization as this information is helpful in the process.

2. Build a communication plan with staff, board members, partners, and funders.

Who needs to know and when?

The Board Succession Committee should make a list of collaborators, partners, and others who are impacted by the organization’s work, and make a plan for how and when these people will be informed of the leadership change in process.

3. Find a new leader!

The last step of succession planning is finding a new leader. Doing the first step thoroughly, including having clarity about the Executive Director’s job and the state of the organization’s finances, will make this step much easier.

There will be a Search Committee responsible for hiring the new executive. Before starting the search, it's important to create clear criteria, with points assigned, for qualities and experience needed in the incoming Executive Director. Then the group should use this criteria grid to assess possible candidates and make a decision.

See, that wasn’t so bad!

We know that, because of the emotional dimension of succession planning, it is something that many organizations avoid. But this stuff can be done successfully - as we’ve seen within organizations. For many of us seeing this play out on the national stage is a sight to behold. Especially because the change is coming with such reinvigoration. Your senior leader can also be graceful, create the proper messaging, and get behind the new leader. That way, the organization will not suffer through the transition, but may even see a boost after.

Want to talk about succession planning or strategic planning? We have a few openings this Fall to work with nonprofit organizations. Our ideal clients embrace equity, celebrate diverse perspectives and need support managing change and making plans in our complex times. Book a consult here.