I have loved the work of trusteeship; the people who I have come in contact with, the creative innovative spirit that has prevailed over time...I've relished the exchange of ideas and the translation of them into resources and workshops that others find inspiring and useful. I have been a part of something quite special and I have joyfully and arduously managed its development from a project to a program to an organization. The challenges of repositioning Trustee Leadership Development (TLD) from operating as a philanthropic entity to becoming a self sustaining organization have been met with my ever constant optimism and labor, and my strong belief that there is something so important about trusteeship, so worth preserving that it deserves a structure in which it can generate adequate support.
In the process I have gained some insights I believe are worth sharing with friends and colleagues as I complete my tenure with TLD and move on to Ki ThoughtBridge.
1. Engage in Inner Work: Each time an organization is engaged in succession planning and implementation its leadership must engage in the same process of depth reflection and questioning. In the process ask the questions: Why do we exist? Whom do we serve? What are we called to do now? The shifts in organizational life and the context in which it serves change over time. These shifts are normal and are indicators of changing needs and emerging opportunities for growth.
Engaging in inner work allows the leader to reflect on these shifts and to interpret their meaning. Taking time to discern what it all means provides a way to determine the degree of alignment between individual and organizational vision. The degree of difference between needs and calling of the leader, and the needs and mission of the organization, must be examined. In the process differences and similarities can be identified. The similarities can be affirming; the differences may indicate challenges and identify opportunities for innovation, re-alignment; and a renewal of energy or passion.
In time of transition Parker Palmer advises, “Listen to what your heart is telling you and calling you to do next.” Listen. Individuals and organizations have hearts and callings. Both must listen.
As a founder this seems more difficult. The thought of parting from something in which I have invested so much triggers a range of feelings – love, sadness, responsibility, excitement, and accountability – all have to be claimed and worked through in order for me to be able to leave for the right reasons and at the right time. Listening to the inner voice is essential.
My passion for leadership education and development and all of the work I have done with boards of not-for-profits has been influenced by my belief that boards are groups of leaders. Harvard is now touting governance as leadership. TLD pioneered this concept and its staff and Senior Consultants are experts in this prominent and growing field. The need to develop boards, vestries, councils, and employees into responsible ethical leaders, capable of holding organizations in trust is great. Clients need to look no further than TLD for excellence in services and resources that prepare them for such responsibilities.
2. Focus on Adaptive Tasks: When the founding leader raises the issue of leaving and recommends the need for a succession plan, it evokes an array of cognitive and emotional reactions among staff and board members. The feelings generated are one reason it is best to raise the issue of succession planning when leaving isn't imminent.
We all listen best and think best in non-anxious environments where options can be expanded and evaluated, and where the personal can be separated from the professional. The focus can then be where it should be – on the needs of the organization. While the leader may want the governing body and staff to genuinely appreciate what they have contributed, the pressing need is to have them to think beyond the present and to focus on what they must do to strengthen and grow the institution in the future.
When planning for leadership transitions, boards need to do the adaptive work of projecting the organization into the future and anticipating what will be needed to ensure the organization's continued growth. There is no other time in organizational life when adaptive capacity is needed more.
At these times, many boards tend to immediately revert to their competence in technical skills to manage the disequilibrium introduced into the system. Their conversations tend to focus on numbers, i.e. budget, grants, business development, adequacy of staff, etc. The ever-present issue of sustainability looms even larger during such times. Financial viability is important but its chief companion must be visionary, passionate leadership with a strong belief in the mission and a deep dedication to the work. Adaptive work involves keeping both numbers and the numinous together; and it requires a level of maturity to manage the tension that comes with holding them together.
3. Communicate the Plan: Once a succession plan has been developed, board and staff need to revisit and revise it as needed. Once a date is set for the leadership transition, the organization's key constituents need to be kept up-to-date on plans and progress. It's important to remember that nothing planned goes perfectly; so retain your flexibility and good humor during the implementation phase. Laugh at your humanity and use any disconnects in communication as teaching moments; and of course, listen.
The founding leader can decide on a time to send personal letters to those most closely associated and involved with the organization. These letters are not P.R. or marketing opportunities. They are affirmations of the organization's work and expressions of gratitude to those who've been sources of support in the past and who will continue to be in the future.
After the personal letter is sent, a press release should be sent to all constituents. Shortly afterwards, a communiqué regarding the newly selected leader can be mailed. It should reveal something of the character and the vision this person brings to the organization.
How leavings are managed and communicated affect beginnings. The order and process of things matters most. Mixing too many messages can muddle the leadership transition and the communication. It is important to allow time to absorb the meaning and significance of the change and help those who have supported and been served by the organization to embrace it.
4. Overlap Leadership: Many of the resources on succession planning advice having a time of overlap between the outgoing and incoming leader. The choice to do this is greatly dependent on several variables, i.e. the circumstances under which the leader leaves, the age and size of the organization, the organizational knowledge and expertise of the new leader, the board and staffs' ability to educate and coach, the maturity of the leaders, and the goals of the succession plan, and the overall organizational goals. The important task is to ensure that the board, staff, and the new leader are well positioned to be successful.
Open, honest, and direct communication about expectations and responsibilities are critical to overlapping leaders and a successful transition. Sharing and continually shifting administrative and development responsibilities from the current leader to the new leader serves to stabilize the system and permeates energies to be used creatively.
I am fortunate to have colleagues who are very knowledgeable about the history and work of TLD, who respect past accomplishments, but are ready to embrace future possibilities. Ruth Purcell-Jones (my successor) and I have been able to work well together before and since she became an employee.
5. Involve the Board in Self-Assessment: In addition to the board's reevaluation of strategic direction, it must evaluate the status of its capacity to govern the organization and discuss what will be required in the future. A transition in leadership is an opportune time to assess and address strengths and weaknesses in governance. Is this the right board for the future? Is it the right size to accomplish the work? What are the expectations of the board? How much time, talent, and treasure can they contribute? These are a few of the questions that need to be addressed.
If the selection process is managed well, the board will be ready and able to support the new leader. It will share responsibility for orientation by sharing the organization's history and mission; and will place organizational viability ahead of personal agendas. It will be able to be open and honest, and exhibit a capacity to retain what is precious in the organization while being open to new ideas and new direction. This transition is a great opportunity for the board to exhibit leadership and not become mired in management minutia.
Taking some of these suggested actions will help guard against what I call reactive governance and can ensure an emotionally stable system in which the levels of anxiety are ideal for creative problem solving rather than confusion and fragmentation. When staff and board engage in their inner work they are more likely to have realistic and clear expectations of themselves and of the incoming leader. Their relationships will be collaborative rather than controlling, shared, not top/down.
In the reactive mode, governing bodies sometimes select leaders with the opposite characteristics of the outgoing leader. Frequently this “yo-yo” pattern of leadership selection means that the board has not done its inner work. When boards find themselves in this pattern, a deeper look might reveal the organization needs to hire additional staff. Founders tend to be “Jacks and Jills of all trades,” assuming responsibility for many tasks. As the organization grows into maturity, this can no longer be a reasonable expectation of the leader.
6. Remember the Commitment to Trusteeship: In times of transition the emotional temperature in a system is heightened, making listening and depth discernment challenging. Lowering the anxiety and ambiguity in the system is adaptive work and can best be done by leadership that is intentional and reflective of trusteeship. This is a time to use the TLD PLANT™ cycle to reinforce what it means to hold in trust™ and to ground board conversations and decision-making in substance. For example, during the transition the board and staff can reflect on questions like those posed in the following cycle:
7. Include Time for Celebration: The change in an organization's leadership is a significant transition process. The phases of letting go, being in the gap, and embracing a new era must be acknowledged and recognized. Rituals can be helpful. These are intentional ceremonial ways in which all of those who have helped the organization are celebrated. Sending special letters and notes (I abhor e-mails for doing this!), verbal appreciations and affirmations, breakfast and luncheon meetings, personal phone calls, etc. are ways to infuse joy in the process. There is always a considerable amount of work to be done in leadership transitions, and tasks can overshadow the need to tend to relationships.
Summary – The Seven Steps…
These seven steps are part of my daily mantra and practice as I prepare to leave. I believe they are helpful in successfully managing leadership transitions. There are more I am sure.
Author: Katherine Tyler ScottFrom Leading Ideas, newsletter of Trustee Leadership Development (TLD). Used with permission of TLD.
Katherine Tyler Scott is a Co-Founder and Managing Partner of Ki ThoughtBridge and author of several publications on governance leadership.