Will your transition be graceful?

Before you think that this newsletter is focused on retirement - read on. The word success is embedded in succession. But without forethought, planning, and engagement - a good ending may not be a good beginning - for you and for your organization. What is next for you? How will you know when it is time to go? Some thought at the front end of this eventual transition leads to a graceful exit.

Jim Pierce, a successfully transitioned ED; formerly ED of 33 yrs of Independence Association in Brunswick. Independence Association's mission is assisting adults and children with disabilities to obtain a full and inclusive life in their chosen community. Jim advises:

"Thinking about moving on?? Retirement?? Other ventures?? Have you developed an exit strategy? Do you have a succession plan?
There are many ways to exit with grace. Spending time developing the best path for a graceful exit is an investment all Executive Directors, and their Boards, should make. Leadership changes are disruptive and can be fatal to organizations that are not prepared for them.
Some organizations build internal succession plans that depend on individuals who have been "tagged" as the "heir apparent". Others do a nationwide search for the "best" candidate. Some organizations retain current leadership to assist the new Executive Director while others think a "clean break" is what's needed. Each organization is unique and must develop their plan based on current organizational culture and the willingness of senior management and Board Members to be fully involved in the transition.
The initial step for any organization is to develop a generic transition plan. This document will be extremely useful should should an unplanned transition, such as a medical event, take place. This document will guide the organization in the assignment of functions normally carried out by the Executive Director until a more permanent solution can be found. The development of this plan should include a confidential assessment of current staff and identify the individual(s) who are the most capable of leading the organization during this crisis. This document should also identify who will represent the organization to the media should it be necessary. There should be only one voice representing the organization as a public spokesperson.
The second step in this process is for you, the Executive Director, to determine if leaving the organization is what you really want. I developed a personal "Board of Directors", engaged a "transition consultant" and utilized a Paddling the Rapids group to process and determine that it was indeed time for me to make a change. I would suggest not signaling your intentions outside of your "Personal Board" until you have made a final decision that leaving the organization is what you want. Once that decision is made, I would also suggest engaging a third party to assist with the design and implementation of your exit strategy.
I was fortunate in that a retired CEO of a major medical group, who was a Board member, was available to assume the CEO responsibilities for an extended period while the organization conducted a search for a new Executive Director. I stepped out of the day to day management operations but continued to be involved with external activities, various provider groups and other liaison activities. Shortly after the hiring of a new ED I was able to fully exit the organization with the sense that we had successfully transitioned the leadership and that the organization was strong, healthy and viable."

Addressing succession head-on gives the entire organization some freedom to create a vibrant future. We recommend every nonprofit leader develop a succession plan even if you plan on staying for the next 20 years!