For some time, the nonprofit sector has been buzzing about the coming wave of retirement at the chief executive and senior management levels in organizations of every size. Foundations, management support organizations, think tanks, and executive search firms serving the sector have all been thinking about the issue, providing lots of publications and other resources. From addressing the transition in a small, founder-driven organization to a multi-million dollar agency. In most cases, the field is just starting to be intentional and thoughtful about preparing for planned transitions and very few have plans in place for sudden changes in leadership.
The Nonprofit Quarterly is presenting a series of webinars on the topic; the most recent was called “CEO Confidential” from the perspective of the departing chief executive. I was struck by a particular discussion about the “accidental interim” – the new chief executive who becomes a casualty of insufficient preparation throughout an organization.
We’ve encountered the accidental interim in a number of cases – in a transition from a founder to a new chief executive and in the creation of a new senior management position that the organization was not prepared for.
So what can you do to avoid the pitfalls of leadership transitions? Be aware.
Take advantage of lessons learned and all of the good thinking and resources out there, which are increasing every day. Be intentional and considerate of everyone involved, who will be influenced by the myriad aspects of an executive transition or other significant organizational change. Find ways to check in, invite input, be sensitive to people’s needs, look to secure buy-in. Integrate these considerations as much as possible into the transition plan and allow enough time for the process and pace to feel appropriate.
Leadership transitions can be scary, but they are scarier if you aren’t prepared for them.