Leadership transitions in organizations are often very challenging for staff as well as project and funding partners. This is especially true for organizations that have had a long-term, established leader. Nancy Creamer transitioned from the Director position at the Center for Environmental Farming Systems at North Carolina State University in early 2021. Rich Pirog transitioned out of the Director position at the Center for Regional Food Systems at Michigan State University in spring 2022. Angel Mendez transitioned into the Director role at the non-profit Red Tomato in summer 2019. Nancy, Rich, and Angel – currently serving as 2023 FSLN mentors – each reflected on their unique experiences on what would be most helpful for a smooth transition to reduce stress on staff and partners, support organizational stability, and inform incoming leadership. The bullets below – organized under three headings – represent their collective insights.
Announcing Your Departure
- Announce your transition news to your staff at least six months before your departure.
- Make it explicit to your staff – during your announcement – if the news of your departure needs to be confidential for a certain time.
- Work with those staff who lead communication efforts to develop a public announcement of your departure and be strategic as to the timing and distribution of that announcement.
- Communicate directly to each of your funders your transition, appointment of an interim ED (if applicable), and timetable to hire a new ED.
Ensuring Smooth Transition for Staff and Partners
- Set aside adequate time (once you have made your announcement) to discuss concerns and ideas staff may have about the process and timetable for a new ED, and how the organization will be led if there is an interim period between your departure and start of new ED.
- Document and discuss (informed by staff feedback) what staff roles may shift for the period prior to your departure.
- Ask your staff, board and (if applicable) supervisor what level of involvement you should have in the search and interview process for the next ED.
- Look critically at the organizational chart given your transition out of the organization. Are there changes and new reporting lines that would help with the transition, or help grow new leaders within the organization?? Proceed with extreme caution and thoughtfulness in making any structural changes that might usurp the new EDs desire to make changes that meet their vision for the organization. Structural changes can be made on an interim basis to help the organization function smoothly while a new ED transitions in.
- Consider working with an interim management team of existing staff if there is going to be an interim director for a period before a new ED is hired.
- Hold off on appointing new Board positions as a new ED will likely want to be able to invite people to build a board that reflects their vision.
- Hold off on a strategic planning process before leadership transition to allow that opportunity for the new ED.
- Provide contact lists for key partners, collaborators, funders, etc.
- Take time to introduce the interim ED and/or other staff members to key food system leaders and funders that you have a unique relationship with.
- Have a transition agreement with the existing ED to schedule a meeting cadence with the new ED or interim ED for ongoing transition support on a specific timeline.
- Consider hiring an organizational development coach to perform an organizational assessment and work closely with the organization and ED during the transition. Ensure the consultant’s approach to work includes interpersonal skills.
- Understand in what ways the departing ED can contribute or be part of the transition to the new ED; possible examples include:
- Offer advice and support during the transition to the new ED;
- Help orient the new ED to the organization’s programs, objectives, strategies, and current challenges and opportunities; and
- Serve as a mentor to the new ED once the former ED has transitioned out.
Ensuring Financial and Program Stability
- Address significant financial issues so the new ED doesn’t face a financial crisis when starting the job.
- Strive to have 12 months funding for critical staff positions after your departure.
- Provide detailed summaries for ongoing projects and fiscal management.
- Introduce incoming ED to peer-to-peer networks, grant partner contacts, and funders that you have unique relationships with.
- Work to resolve any staff issues/problems, as well as conflicts your organization may have with other partners – before your departure.
- Surround incoming ED with as much support as possible.
In summary, transitions to new EDs can put many stressors on organizations and staff. Staff will be worried about the future, and/or whether a new ED will support their work, share their same values, and/or whether the culture of the organization will change. There will be concerns whether funding levels will be maintained adequately for their positions and the important work they are doing. These common stressors can be alleviated by the outgoing ED having a thoughtful approach and taking the necessary steps for a smooth transition. Transitions can and should be energizing and hopeful as new thinking and network relationships come into an organization. It can be a positive and uplifting experience for staff, the organization, and its partners.
Recommend0 recommendationsPublished in News and Announcements
This is great! Thanks for sharing.
This is such great guidance! I wish I had it when I transitioned out of a founding ED role many many moons ago at Noyo Food Forest… definitely learned a lot from what I didn’t do right in that transition. Do y’all have any thoughts around the efficacy (or not) of Interim EDs?