Replacing a Long-Tenured Leader? Do this, not that.

Replacing a long-tenured leader or founder in a non-profit organization can be a challenging task for any Board of Directors. It’s a topic we’ve already touched upon here, but is important enough that we’re digging in deeper. That’s because most favorable outcomes occur when a Board keeps the best interests of the organization’s current and future strategic direction in mind. Ultimately, their goal is to hire or promote the right leader for the right phase of the organization’s growth cycle and maturity. From timing and communication to key stakeholders and potential internal candidates, these do’s and don’ts will ensure that your process goes as smoothly as possible.

Do this

Start the transition process early. It is essential for the Board to provide ample time to find a suitable replacement. Leadership Succession or Transition Committees are most effective when they have at least nine-to-twelve months to accomplish their objectives. This assumes that they have substantive discussions with the long-tenured leader (LTL) about both the desired timing and the overall orchestration of transition. Now is when you must also have a candid conversation about whether there are strong internal candidates for the role.

Refrain from a search if you have a legitimate strong internal candidate. A strong internal candidate (SIC) successor to LTL is defined as one who has had significant exposure and access to the Board and its committee leadership; they boast a preponderance of knowledge, skills and abilities for the CEO role and have been strategically and thoughtfully groomed by the LTL in partnership with the Board. If the SIC meets these qualifications, then it makes no sense to do a full-blown executive search. You have already invested in the SIC’s future and they have demonstrated to you that they meet the conditions for succession. Thrusting them into a competitive search process may alienate them, resulting in departure and, ultimately, a regretted loss.

Hire a CEO-in-Waiting to be groomed by the organization prior to LTL’s departure. If your LTL has another 12-18 months in them, one best practice to consider is to bring on a CEO-in-Waiting. This provides a valuable opportunity to groom the right person while effectuating a strong transition and succession within the organization. This presupposes that you do not have a SIC who can serve in this capacity.

Communicate openly and involve stakeholders in the process. Communicate with all stakeholders — including staff, donors, and volunteers — about the reasons for the transition, the selection process, and the timeline. Engage these stakeholders in the search process to ensure their voices are heard and their concerns are addressed.

You can engage key stakeholders in-person, by phone, via Zoom with a survey tool or any combination of the above. Whichever method(s) you utilize, ensure that you engage the entire staff before launching the search process, including the CEO’s direct reports. While it’s important to keep them informed throughout the search process, it is even more critical that they be included in the early planning and stakeholder interview phase before the search is officially launched.

Don’t do this

Neglect feelings or enable an outgoing leader’s poor behavior. Don't abandon the feelings of the outgoing leader; be sure to recognize their contributions to the organization and provide them with appropriate support during the transition. However, Board leadership must also set clear expectations about the LTL’s conduct before and after the new leader has been hired. Disabuse the LTL that they need to serve in a multi-year emeritus capacity, take a position on the Board, have overlap in office for more than one month, or otherwise stay too closely involved in day-to-day operations. The organization must comfortably distance themselves from the LTL in order to set up the new leader for as smooth and successful a transition as possible.

Rush the transition process. Give yourself ample time to find a suitable replacement and ensure a smooth transition. Leadership transitions can take 12–18 months to unfold, including but not limited to the Search Committee process. A slow and steady approach will ultimately provide the best outcome.

Ignore the organization's culture and overlook staff morale. Ensure that the new leader aligns with the culture and values of the organization to maintain its mission and vision. Don't overlook staff and volunteer morale during the transition process. Keep them informed and engaged throughout the process. While direct reports, staff and volunteers do not get to select their next boss or leader, their inputs, opinions, insights, and perspectives should not be undermined. This is especially true in instances where the LTL is unwilling or fails to convey what goes on inside an organization’s work environment and culture. Finding ways to include key insiders is critical to success both during the transition and after the new leader comes aboard. Even more, ignoring this key step can lead to catastrophic outcomes.

Rush the integration of the new leader. Give them ample time to learn about the organization, build relationships and establish credibility with stakeholders. Provide adequate support as they embark on this new journey, including clear expectations, orientation, on-boarding, training and executive coaching. Allow the new leader the freedom and bandwidth to establish a new vision and strategic direction for the organization over the next two-to-three years.

Navigate with care and intention

We get it; these LTL transitions can be multi-layered and complex. However, at a critical juncture like this, establishing healthy boundaries is crucial. By keeping the organization’s strategic direction at the forefront of their decision-making, boards can successfully hire and transition their next great leader. Leveraging the counsel, guidance, and expertise of your executive search partner can help ease the LTL transition process.