What recent events teach each one of us about making change
This past weekend we each got a once-in-a-lifetime master class in succession planning
ID: a person with a torch near the top of a mountain passes the torch to a person in a dress with long hair, below.
When we planned this post, we did not know that national events would illustrate some key points about succession planning!!!
What we did know is that recently, we have heard from many organizations that are working on succession planning. Here are some situations that are coming up (details changed for confidentiality):
The executive director of an arts organization announces that he is leaving at the end of the year. Board members are not sure about their role moving forward.
The executive director of an environmental organization is likely to leave sometime in the next year or two; It isn’t clear exactly when. Again, board members do not know what they should be doing.
The founder and long-time executive director of a large social service organization is likely to leave in the next few years. Since she has been with the organization for a long time, there are rumblings that she should leave sooner. But no one knows how to tell her that, especially since she has raised millions of dollars for the organization.
The above situations demand succession planning - for the organization’s leaders to take some steps in advance of a leadership shift, and make some important decisions together. Here’s the good news:
Succession planning is fairly straightforward.
Here are key ideas:
🔑 Succession planning means that leaders put the good of the organization, or the whole, ABOVE their own desires to continue as the leader.
(Thank you, Joe Biden!)
🔑This means that new leadership with new energy can step up.
(Hello, Kamala Harris!)
🔑 Change can be scary and emotional -- but avoiding change leads to stagnation and is WAY worse. And on the flip side, embracing change can open up possibilities…
(Millions of people are feeling hopeful and energized by this announcement.)
The hardest thing about succession planning? Facing the honest truth.
The emotional dimension of succession planning - rather than the logistical side - gets people and organizations stuck.
In a culture that valorizes power and strength, any of us can find it difficult to admit that we are not performing at the level we once were and possibly need to step back from leadership positions.
Many leaders stay too long. If you’re asking the question, “Is it time to go?” the answer is most likely yes. And if you’re not sure…
We need check and balances from the Board of Directors.
There must be people around leaders who will tell them the truth and hold them accountable.
This is a time when the Board of Directors can step up and take positive leadership. More than anyone else, Board members need to be in conversation with the Executive Director about what is going to happen next.
In an ideal situation, the Executive Director will have the insight to know when it is time to pass the torch. But if there’s confusion, the Board should lead - and be as directive as needed.
An Executive Director may need to be coached by Board Members (most likely the Board President) to step down. These are challenging conversations that should be put in the context of what is best for the organization as a whole.
The ideal timeline allows 12-18 months for a leadership change - e.g. from announcement to departure. Less than that does not allow organizational staff and board members to prepare. But longer than that draws the transition out and the Executive Director loses power once there’s an announcement.
Getting beyond the fear of change.
For anyone feeling fearful of making a leadership change, the events from this weekend should inspire you to move beyond this fear: With a record breaking $80 million dollars raised for Harris’ campaign in the first 24 hours, the announcement showed the exuberant potential energy that may lay on the other side of a leadership shift.
You might be thinking - what potential energy -- and funding -- is on the other side of our leadership shift?
If you are working on succession planning and need support, reach out, we would be happy to support your leadership in this area and support you to build a plan. We can’t promise a fundraising boon of such a magnitude is in your organization’s future, but can certainly explore what a transition will look like.
We’re also interested in hearing about such experiences in the past - how have the organizations you’ve been with handled transitions? Have they been successful or not so much? Do share!
This post is Part 1 on Succession Planning - the emotional dimension. Next time we’ll explore more logistics of the process.