Umami Sweet: Reflecting On My Transition

LLC has frequently been gifted with the opportunity to hold organizations through transitions, often using wisdom from our own experiences. It’s been interesting, exciting, and challenging to continue practicing what we preach this time around with my transition. At this point in the process, I’m feeling the urge to toot our own horn and share what’s worked well for us (and maybe offer a reflection or two on what could have gone better). LLC has lots of wisdom related to leadership transitions. The following reflections feel most resonant for this stage of LLC’s process.

 Socializing the idea of transition doesn’t necessarily mean making an announcement. Talking about leadership change can demystify and destigmatize the idea, blunting but not necessarily eliminating the shock people may feel (elimination may not be possible). 

• At LLC, I raised the idea of leaving long before thinking about or planning for my exit. However, I didn’t do so very intentionally. Later, when my exit became real, at LLC, we talked about the transition with the team many months before announcing publicly. In retrospect, if I had this to do all over again. I would have more intentionally socialized the possibility of transition, discussing the possible concerns, impacts, and opportunities.  
• Perhaps because of LLC’s transition-related work, there is a general team awareness and language for transitions and change. Additionally, LLC’s learning stance and openness to experimentation primed people for change. You may need to account for this in your own transition conversations.

We shared external context, internal and external conditions that impact the decision so the team would have a full picture and complete understanding.

• We used this time as an opening to explore leadership transitions possibilities more broadly. We identified some common types of transitions (e.g., emergency, planned, multi-staff, founder, etc.)
• We fleshed out the different scenarios and the perceived related risks, and articulated the fears we had and the opportunities we could imagine. 
  1. Risk: Identify the level of each identified risk (High, Medium, Low).
  2. Use this as an invitation to dream and imagine fantastic possibilities. 

• We documented ALL of the possible risk mitigation options we could imagine: resources, capacities, connections, assets, and structures. These included preexisting and/or otherwise accessible options for us. It’s good to include some things that feel like long shots, so long as your planning feels realistic overall.

• LLC Advisory Board member, Jennifer Lopez, facilitated a conversation that helped us articulate our purpose and later ground the transition process in our mission and values.
• LLC engaged Bess Bendet to hold staff conversations to surface the impact of transition, needs, and feelings. This process has kept surprises at bay and helped us be proactive and intentional in our approach.

• Coaching- We have been supported by Belma Gonzalez with both individual and team coaching. We also think highly of coaches from Coaching for Healing Justice and Liberation. 
• External Facilitators: As described above, LLC asked friends and allies to facilitate important conversations so we could be fully present and not have to facilitate ourselves. 
• Funders: Inquire about transition support funds, funders, and related resources. 
• Friends: Reach out to friends with specific asks, such as “Help me figure xyz out” or “I’m feeling stuck here____”
• Engage lawyers & HR professionals, as needed.

We explicitly name the values we want to be present or centered during the transition process. E.g., write them down and insert them in policy or procedure documents. This has allowed the team to stay aligned.

Find and cultivate community, practice solidarity. There is no need to do this alone. Organizations often treat transitions as a dirty secret, hiding what is happening out of the very reasonable fear of reputational harm with funders and allies. Transitions are inevitable, so try identifying smart and strategic ways to connect with people you trust. 

• LLC is working hard to constantly get our fears, frustrations, and hopes out of our heads by expressing, not suppressing, the mythical “bad feelings.” I don’t think there are any bad feelings, just feelings. 
• Perhaps you aren’t alone. Talking openly gave LLC the opportunity to collaborate with peers who are similarly situated.

Clear and consistent messaging can help to build trust and security. It also allows you to exert some control over the narrative. It is important to note that communication regarding transitions is highly time-consuming for the outgoing ED and requires managing one’s own emotions and the emotions of those receiving the news. 

• We got clear about what we wanted people to know about my exit and how we wanted to position LLC.
• We got clear on our audience: Staff, peers, board, funders, other stakeholders.

Make sure to create space to surface and process feelings. We often feel like our feelings are inappropriate in the workplace. We may not process all feelings in the workplace, but it is important that the feelings that will impact the workplace are dealt with somewhere (e.g., in a coaching session). If they aren’t dealt with intentionally, they are more likely to emerge at an inopportune time. Given the importance of feelings, leaders should be mindful of the emotional labor that transitions often entail. This labor is often not visible and therefore can be easy to underestimate when workplanning the transition. Consequently, we encourage you to add a bit of buffer time.

• We help each other manage our feelings (but do not take responsibility for them). Individually, everyone must take responsibility for their own feelings and desires.
• The variety, intensity, and waves of feelings can be surprising. 
• We have grace for ourselves and others. Mistakes have been made and more are likely to come.
• Helpful reflections prompts we use are: Regarding the transition, how are things feeling, what’s working, and what’s asking for attention?

• As the outgoing leader, this has meant leaning into deferring. This has required me to drop even more ego, and it has actually been freeing. For me, this is part of letting go and trusting the team and the organization.
• I’ve tried to identify and minimize choke points and bottlenecks, places where I might get in the way of forward motion. These are the “only I can do it” points.
• We have minimized the risk of this by intentionally building the capacity of the team, instituting the appropriate structures, and nurturing trust. We didn’t wait until the end to dump responsibility on the team without setting them up for success. 
• We have made every effort to communicate roles, responsibilities, power, and clarify the decision-making process.

Plus 1: Complete the LLC Transition Worksheets– We used them and they really helped!