Managing Leadership Transitions
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Many organizations are facing a major leadership transition in the next few years. Is it possible to use such a leadership change as an opportunity to grow the capacity of your organization? Managed well, a leadership change honors the past, inspires creativity among board members and staff, lays the foundation for expanded organizational performance, and creates an environment in which the new leader is likely to thrive. Managed poorly, a leadership change is often a stressful, anxious experience that causes an organization to lose momentum, compromise the services it provides, jeopardize key relationships with stakeholders, and make it difficult for the new leader to succeed. Learn how to set your organization up for success.
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Managing Leadership Transitions
- 2. Carol Hamilton Grace Social Sector Consulting, LLC
- 3. Topics Transitions Executive Leadership Transition Management Getting Started with Succession Planning
- 4. The numbers 43%of nonprofit organizations had to fill a C-Suite position in the past 2 years* The Bridgespan Group, survey, June 2015
- 5. The numbers 9%of nonprofit executives turnover every year Nonprofit Quarterly webinar: Nonprofit Leadership Transitions and Organizational Sustainability: An Updated Approach that Changes the Landscape,
- 6. The numbers Outside Internal Consistently over 15 years of data, two thirds of executive hires are from outside the organization. This may point to organizations not doing a good enough job developing leaders internally. Often it can be challenging for an internal candidate to have people see them separately from the role they have had and for those candidates to step into their new authority.
- 7. William Bridges (2004) • Formless • Disoriented • Lack of focus • Withdrawal Transition Model William Bridges originally created this model to describe the experience people have when going through a personal transition. He has since applied it to organizations. Frequently people, especially in the US’ action oriented culture, want to jump immediately from the ending to the new beginning. The middle, which tends to be the most uncomfortable, is a necessary part of the process.
- 8. People experience a variety of emotions when they are going through a transitions. These are both positive – the excitement and creativity that can come with a time of change - and less comfortable – including anxiety and confusion. Organizations manage leadership transitions more successfully when they acknowledge that it is an emotional experiece and give people space to talk about this.
- 9. Topics Transitions Executive Leadership Transition Management Getting Started with Succession Planning
- 10. Prepare Pivot Thrive Leadership transition process The executive transition process has three stages – most people only think about the middle, maybe the first – and often forget the last stage. This is based on Tom Adams pioneering work on leadership transitions in the nonprofit sector.
- 11. Prepare • Organize • Review • Stabilize (if needed) • Plan • Document Pivot Thrive Leadership transition process Taking the time to get prepared sets the stage for success. This includes getting your transition team organized, thinking through and articulating roles in the search process, creating a communications plan. The organization should take the time to review its situation by conducting an organizational assessment, address any key deficiencies. Documenting roles and responsibilities and key processes is also key.
- 12. Prepare Pivot •Recruit •Screen •Select •Hire Thrive Leadership transition process The Pivot phase is what people usually think about with a leadership transition – the search process for the new leader. How will you ensure a strong and diverse candidate pool? Who will screen resumes and conduct vetting interviews? How will staff be involved in the search process? Who will make the final decision? Who will negotiate the final terms of employment? How will you manage the handoff? These are all critical questions to consider.
- 13. Prepare Pivot Thrive •Launch •Relate •Support •Evaluate Leadership transition process The final stage is also one that many miss. People involved in the search are tired and think they are done once the new leader is on the job. Providing the new leader with a fully supported orientation is key. One of the critical items that is often missed at this stage is connecting the new leader into the organization’s social network. Taking time at the beginning to have meetings with key stakeholder both internal and external is time well spent.
- 14. Case for an Interim Director • Photo by Sangudo There are consultants who specialize in taking interim roles. Many have been executive Directors in the past. Many have been interim directors multiple times. They have the space to “tell the truth” to the board. They will conduct an organizational assessment. They can be very helpful with addressing key organizational issues – clean up messes and set the new leader up for success. Allows new leader to come in and focus on the future. This is especially useful after a founder or a long term executive director – one who has been in the role for 7-10 + years. It create some space, allowing people to more naturally move through the phases of transition. It allows the natural separation process to happen so that the identity of the organization and/or culture of the organization is not so caught up in how the previous leader did things. It helps to slow things down – so that board and staff are able to think strategically and take the time to do a thorough search process. It may seem like an expensive option yet can have many long term benefits.
- 15. Topics Transitions Executive Leadership Transition Management Getting Started with Succession Planning
- 16. Succession planning: ways to get started Photo by Brick 101 Photo by Anne There are a variety of ways to get started with succession planning: • emergency back up planning, • departure-defined planning; • leadership development
- 17. Emergency Back Up Planning Photo by Brick 101 Photo by Terry Minton The most basic is planning for an emergency. Who will step in on a temporary basis if your leader is out suddenly? You should include both board and staff roles – and not just your CEO role – but your whole leadership team. Once you have identified who, then you need to detail the ‘how.’ Does the person stepping into the role know what to do? Are there ways you could do cross training now to prepare? What documentation exists to enable a person to take over as seamlessly as possible? If it doesn’t this is a good place to get started, especially by listing all the executive’s key functions and major tasks..
- 18. Departure-defined planning Photo by Brick 101 Photo by Alejandro Groenewold Your executive or someone on the leadership team knows when they are planning to leave in the next few years. Often this happens when they are planning to retire. This usually happens over multiple stages – and not all may be public – especially for a lengthy transition. It often starts with the leaders thinking about what is next for them. This can sometimes be challenges because the leader may give mixed messages and may not clear totally clear about their own intentions. Often leaders – especially those in the role for a long time – have mixed feelings about leaving. A key part of planning is to assess when the organization
- 19. Leadership Development Photo by Brick 101 The longest term strategy is internal leadership development. How can you build your bench strength within your organization. How could you do cross training? Are you aligning staff with their strengths? Can you reassess current leadership responsibilities and redistribute them, providing more junior staff to stretch and learn new competencies?
- 20. Be in Touch: Carol Hamilton Principal Grace Social Sector Consulting, LLC info@gracesocialsector.com http://www.gracesocialsector.com @carolnhamilton Learn More
Editor's Notes
- Carol… Consultant with the Institute for Conservation Leadership since January 2016 20 Nonprofit experience American University Masters Organization Development
- Reasons – New Roles Retirement Asked to leave Left for another organization Other reasons
- Reasons – New Roles Retirement Asked to leave Left for another organization Other reasons
- Consistent across 15 years of data = 2/3rds of hires are from outside the organization These numbers have not budged – not doing a good job of developing leaders internally in organizations Looking for a hero Launch poll - when
- We are now going to take a closer look at best practices for managing executive transitions
- The executive transition process has three stages – most people only think about the middle, maybe the first – and often forget the last stage. We will talk about all three
- Organize Board level transition team appointed Address needs of departing exec – coaching, staff – who will know, how to manage anxiety, etc. how to retain key staff What role will staff have in the search process if any – clarify expectations Communications plan – who are the key stakeholders – when and how will they be informed. Funders, etc Do you need a consultant to guide you through the process? Would the organization be better served with an interim exec? Project planning for transition Review Conduct an organizational assessment (another piece useful to have outside consultant help with) – strengths, challenges, direction, priorities – board, staff and stakeholder interviews Stabilize if needed – address key deficiencies identified in assessment process Plan – Hold a strategy and leadership session (another place for consultant help) – is board clear about strategic direction? What do you want in a new executive director. 12-18 month leadership priorities – issues to be addressed before new ED is on board Document Search plan, position profile, outreach lists, compensation research Summary of Leadership and strategy session
- Pivot Recruit Recruit a strong and diverse candidate pool Screen resumes and conduct vetting interviews Review resumes with search committee Conduct interviews Arrange for staff to meet with semi finalists or finalists Hire Board approval of final choice Confirm employment agreement Communicate through out process Handoff – Plan arrival and orientation of new ED Ensure good and timely hand off of information
- Thrive – this is the part that most organizations miss – they are tired from the transition and think they are “done” once the new leader is on the job. Launch – Announcements, plan for first days Relate Create a 90 day entry plan Identify key stakeholders ED should meet with and organize meetings if appropriate Facilitate board – ED social contracting – consensus on goals, roles and expectations (another useful point to have outside help with) Support Encourage ongoing support and communication – address Professional development Evaluate – Ensure there is a plan for regular feedback – performance, expectations. At least 90 days, 6 months, 1 year in first year
- There are consultants who specialize in taking interim roles. Many have been executive Directors in the past. Many have been interim directors multiple times. They have the space to “tell the truth” to the board. They will conduct an organizational assessment. They can be very helpful with addressing key organizational issues – clean up messes and set the new ED up for success. Allows new ED to come in and focus on the future. Especially useful after a founder or a long term ED (7-10 + years) – to create some space – allow people to more naturally move through the phases of transition – to create some space and separation – so that the identity of the organization and/or culture of the organization is not so caught up in how the old ED did things. Can facilitate conversations about former ED’s strengths and gaps – celebrate achievements, identify what parts of the legacy should be preserved – And start to do things differently – could identify hidden staff talents/potential Often can provide a bridge to new ED _ and continue as mentor – to help with entry and successful launch Slows things down – so that board and staff can think strategically and take the time to do a thorough search process. May seem expensive – but many long term benefits LAUNCH POLL
- Launch poll
- There are a variety of ways to get started with succession planning: emergency back up planning, departure-defined planning; Leadership development
- The most basic is planning for an emergency – Who will step in on a temporary basis if your leader is out suddenly. You should include both board and staff roles – and not just your CEO role – but your whole leadership team First – the who And then the how Does the person stepping into the role know what to do – how can you do cross training? Documentation to enable a person to take over as seamlessly as possible List all the executive’s key functions – major tasks
- Your executive or someone on the leadership team knows when they are planning to leave in the next few years. Often this happens when they are planning to retire. This usually happens over multiple stages – and not all may be public – especially for a lengthy transition. It often starts with the leaders thinking about what is next for them. This can sometimes be challenges because the leader may give mixed messages and may not clear totally clear about their own intentions. Often leaders – especially those in the role for a long time – have mixed feelings about leaving. A first step is to assess the organization’s readiness including the leader, board, and staff. This includes an organizational assessment. What is the organization’s current state and what does the organization need moving forward? How financially healthy is the organization? Are there personnel issues that need to be dealt with? You should create an emergency back up plan if the organization does not already have one. Then take the time to plan and decide when it is appropriate to move into executive transition management that described earlier. This is usually in the six -12 months time frame.
- How can you build your bench strength in your organization – develop leadership through out the organization? Have you defined what leadership competencies are needed for the roles on your leadership team? Define competencies and then assess who else on your staff has the competencies/could develop them How could you do some cross training? Is there room to move up in your organization? Are you aligning staff with their strengths? Supporting development of leadership skills – not just technical skills – The 5 practices of exemplary leaders: Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart Kouzes & Posner