Wisdom on Change: What We Learned About Planning the Path Forward

An outgoing leader carries a web of institutional history, relationships, and emotional labor. By naming and sharing this with staff and board members, we move beyond a transactional hire into a practice of collective care, wholeness, and shared power. 

“Start writing down, what are the relationships that are the most important to hold onto? What needs to be known about those relationships? What needs to be known about the history of the organization?” – Melissa Madzel

Melissa suggests keeping a post-it note on your desk with names of people you’d be excited to see considered for the role, and people who could connect the search to good candidates. 

Then hold the plan loosely. Nikki shared how often leaders who meant to leave in two years are still transitioning five years later. “It takes time, there are lots of left-field moments to it, and holding that readiness stance is a really good tip as you are planning your way forward.”

Try this:

• List your values and intentions. Some examples are: 
  • Equity and collective liberation
  • Trust and care
  • Transparency and honesty
  • Learning and practice
  • Generosity and grace in relationships
  • Team power and autonomy
  • Preparedness 
• List and start categorizing your key work relationships, partnerships, funders, and stakeholders. Who are the people who will be involved or impacted, and why?

Staff often know the culture and the day to day better than the board does, so Melissa encourages involving them early, starting with the needs assessment that shapes the role. The harder part is being honest about what their input will and won’t do, even when plans shift. “These searches are not predictable all the time. And so those rules can change.” When asked what transition teams should never do, she answered, “I think the biggest problem comes up when there’s just no communication with the staff.”

Try this:

• Put at least one staff member on the search committee.
• Send regular updates, even when there’s little to report.

You are a baddie and it does matter if you are not in your role anymore. So, how do you talk to staff about transitions without creating panic? Linda said it depends on your culture. “If it’s one where those conversations have historically already been pretty tough or trying, this probably isn’t the moment to try it, right?” She offered a tiered approach to communications: first the board chair, then the full board, the senior team, the wider staff, and finally the public. 

Then, get as clear as possible about roles. Leadership transitions are a project in and of themselves. Linda went on to share that people need to know “what are the clarifying lines around decision -making and input and feedback?” In member-led organizations, community members may help shape the process as well.

Try this: 

• Project manage the transition with a MOCHA or DARCI. If you have a governance committee, who will be included and what will they be responsible for? If you do not, what is the role of your board, staff, and/or consultants before and after you leave?
• For emergency plans, write out your most important duties and responsibilities, and who could take those over.

It is not uncommon that additional support will be needed from consultants, staff, and/or board members. Transitions must be invested in by funders and the organization as a way to support the sustainability and continued impact of the organization’s work. 

Many nonprofits rightfully assume that outside support is out of reach or not worth the investment. Phuong shared a story of an organization that turned down a search firm twice, and went through two short-term executive directors before coming back. Having two turnovers in a short amount of time also comes at a steep cost. So what can one do? Phuong advises to get creative with the recruiters and consultants. When she worked with this client, they designed a collaborative search process that met their budget and shared the work. They are now welcoming a new executive director. Without that kind of support, Melissa added, organizations can end up with an “accidental interim” who is often an internal leader that stays 18 months, burns out, and leaves. In a scenario like this, the organization loses two of its leaders, and might find themselves in a rapid turnaround and realignment processes. 

Try this:

• Ask search firms about fractional or flexible options before ruling them out.
• Funders can proactively ask grantees whether they have a transition plan and how they can help.

Linda raised an interesting question boards often skip: “Is there an internal candidate who could possibly step into this role?” It may not be a deputy director. It may be someone who has shown the leadership the organization needs. There is value in running internal candidates through an internal process before opening an external search.

Melissa agreed, sharing that if someone inside feels like they can step up, “let’s give them the chance to make their pitch.” While there is a risk involved here, when an internal candidate applies and doesn’t get the role through a murky process, organizations can lose that layer of leadership altogether and risk trust within the organization as well. Grounding transition processes in transparency and care practices honors the labor of those who step up and protect the community’s wisdom, embodying what it truly means to build, shift, and share power.

Try this:

• Before an internal candidate steps in a public process, vet them earnestly and give them feedback on whether they’re eligible for the permanent role and how they’ll be evaluated.
• Consider a short internal round before posting the job publicly.