Optimising Leadership Transition
Passing the baton of leadership often takes place only when needed. Ideally, though, new leaders are always being formed. Some emerging leaders will be more easily identifiable, but allowing space for differing approaches to leadership can create freedom to fail, opportunities to take final responsibility, and the capacity to develop key leadership skills. Here’s a few thoughts on how to optimise succession plans.
1. Be intentional. Outgoing leaders need a plan for their own future relevance and inspiration (to refire, not just retire), especially if they stay. They also need to let the new leader lead – differently! Boards play an important role in respecting both parties’ needs in healthy balance.
2. Move confidently. Naturally, we shouldn’t rush an investment into someone who isn’t ready, but the alternative problem often exists. An outgoing senior leader can be tempted to stay too long when the new person needs to be trusted to shine. Both leaders need clarity on what the change will and won’t look like, making all expectations clear.
3. Adopt perspective. The new person needs to be allowed to be the best version of themselves, not seen as an inferior or imitation version of the person they are replacing. The outgoing leader needs to be the champion of their successor, a prophetic senior to inspire, and to call out the good that they see. The new leader needs to honour the foundations they will subsequently build upon.
4. Respect history. A new leader can be tempted to change too much around them too soon, without understanding and celebrating their inherited foundations and values. Have wisdom to embrace God-inspired fresh ideas but to resist hasty change for change’s sake, otherwise your ship could throw half its passengers overboard and make the other half sea-sick!
5. Clean up! Do some thorough handovers of documents, processes, and information. Understanding the organism of a church or agency is even more important for larger sizes and longer tenures. Global contacts, campuses or parachurch ministries will also need specialised attention. Again, board members and other senior leaders can provide vital supports.
Finally, when the transition date passes, ‘new broom’ initiatives need to turn into real momentum for change, otherwise an initial growth spurt can become hampered. Before then, the outgoing leader can help the new one take that baton of change well, stretching and striving to pass it at maximum speed in the changeover box. Let’s just remember, though, that the box has a limited length. We all eventually stop running our race, after all.
