A Model for Leadership Transitions — We’d Love to Hear Your Thoughts

Last week I eagerly opened my BoardSource email to read an article dear to my heart, Nonprofit Founder Departures - Five Challenges; Five Novel Solutions. 

I really like the model that BoardSource suggests and their leadership transition schematic to the left. 

It's notable especially for the the pre-transition emphasis and raises some issues that we don’t often see in the literature. And, while their article was specifically related to founders, I think nearly all of these steps have some applicability in all transition situations.  

But, I also think it’s missing some critical pieces:

• Assess and, if needed, bolster, the staff and board leadership teams and their competencies. Is decision-making concentrated or distributed? Can staff capabilities be increased from simple cross-training to actual experience in multiple disciplines? How actually engaged is the board in critical questioning, or have they simply trailed, head nodding, after the founder?

• Consider an Interim Director to create some emotional space after the founder leaves and perhaps to re-assess operations. After any leader leaves, founder or not, there are always at least little things that come to light and that the longer a leader has been in place, the more things emerge. These little things aren't necessarily malfeasance, but can simply be systems that have been created to suit a leader’s idiosyncrasies.

• Consider a strategic review. Does a founder or iconic leader limit (perhaps unintentionally) critical questioning? This could be a great time – after the founder leaves – to re-assess strategy or the opportunities for affiliation with another organization.

What are your thoughts? Are these additional issues useful and relevant?  What else might be missing?  Click here for the full BoardSource article.