“The old is gone, the new is here.”
When talking about transformed lives, these words offer hope. But when used to describe an organization’s transition from an established top leader to the next person, they may not have the same effect. In fact, the chances of success may be no better than a coin toss.
Research reported by The Leadership Transition Institute (LTI) shows that up to half of leadership transitions go poorly. Segmented further, 3 percent result in a quick and spectacular failure, while 47 percent result in a long, quiet struggle. When it comes to Christian organizations and ministries, the spectacular failures prove easy to spot and capture headlines in Christian media. But the quiet strugglers, the relatively enormous group, earn the label “quiet” for a reason—they receive no attention.
When I became the new president of a faith-based organization, I replaced both the founder and previous president. At previous organizations, as a staff leader I occupied courtside seats for top leadership transitions. So I’ve seen the good and not-so-good.
When the transition at the top involved me, I spent a couple months reading and readying the best I could. Along the way, I noticed oddities in how this topic is routinely examined, reported, and taught. First, most coaching comes from consultants rather than past participants—meaning expert opinions and detailed processes that exist for a price. Second, the angle taken typically belongs to the outgoing leader or the organization as a whole. The new leader’s perspective goes unreported, underrepresented, and unfairly dismissed as less important.
So as spokesperson for all the new leaders like me, I developed a (free!) list of questions/cautions that the new leader should ask—as should those who desire to see him or her succeed. After capturing those answers, share them with the outgoing leader and the board or other governance body. Each question includes answers that the new leader will likely give, if assured of sufficient safety to be honest.
1. What does a successful transition look like for you?
Clear and complete handoff of decision making and the organization’s voice. Receiving comprehensive details covering all organizational realities and historical knowledge. Personal, enthusiastic handoff of key relationships. Public recognition of new leader initiated by outgoing leader.
2. What does a new leader fear going into a transition?
Partial completion, meaning the outgoing leader still walks the halls or takes calls. Kibitzing, which involves the outgoing leader offering opinions when unsolicited. Leadership team or board with split allegiances. Meetings attended by the outgoing leader. The outgoing leader reviewing new plans/strategies.
3. What does a new leader wish the outgoing leader understood?
The only reason I’m here is because you decided to leave, so it’s right to expect you to leave. Plenty of difference exists between starting/building an organization and leading it in the future—so relax and know your role will be forever remembered. Eventually every organization must change or it will one day whither and drop.
4. What difficult heart checks should a new leader make about the transition?
Do I feel insecure because I did not start the organization or built it to where it is today? Do I believe I’d have more respect if I had started it? Is anything I think, say, or do motivated by a desire to tear down the outgoing leader to build up my ego? Is my primary driver personal success or organizational success? Do I have someone safe to talk through any “yes” responses?
5. What is a trust breaker?
An agreement not kept regarding departure timing and process. Broken confidentiality. Discussion of ideas about the organization between the outgoing leader and existing staff without the new leader present. Or worse, discussions about the new leader.
6. When is the right time to introduce change into the organization?
When opportunity arrives or necessity dictates—the departure of the outgoing leader may or may not contribute to either; the founder’s departure is a lousy reason for a “new day” at an organization (see #4).
7. What are signs of trouble?
A split staff or other constituency that still goes to the founder with appeals—this is an indicator that the outgoing leader has not stopped leading or the new leader has not appropriately started. Unresolved conflict/issues between the new guy and the outgoing leader. When the outgoing leader lingers by choice or by invitation from the new leader.
8. When can we count this as one of the 50 percent that go well?
It will likely take years to ensure no hidden, lingering issues. Don’t relax into calling the transition a success too early—it’s a dog capable of biting years after being tamed.
While these questions do not define an entire process, they serve a deeper role: primers for honest communication. Imagine what would happen if the new leader and the outgoing leader deliberately dedicated time to discuss these questions.
And now imagine if these questions remain undiscussed. They exist, whether or not the new leader and outgoing leader choose to engage them. To ignore them leaves the outcome of a truly pivotal organizational moment literally in the air and up to chance.
If this applies to you, then it’s your call …
David Staal, senior editor for Building Church Leaders and a mentor to a first grader, serves as the president of Kids Hope USA, a national non-profit organization that partners local churches with elementary schools to provide mentors for at-risk students. David is the author of Lessons Kids Need to Learn (Zondervan, 2012) and Words Kids Need to Hear (Zondervan, 2008). He lives in Grand Haven, MI, with his wife Becky, son Scott, and daughter Erin.
