Too Early to Tell (Part 2)

In Part 1 of this blog, I identified some consequences of announcing a leadership transition too early. So when is the right time? It’s unique for each context, and entire books have been written on this topic. Let me offer three specific guidelines:

• A minimum of 6 months is needed to plan for the retirement and to put the wheels in motion for finding a successor. A period of 12 to 18 months will often be enough time to select a successor, whether this is an internal person or someone from the outside, and to allow for a period of overlap. If the announcement is much more than 18 months in advance, the negatives identified in the previous blog tend to become more pronounced and problematic.
• Confidential conversations will frequently leak out if more than a small handful of people are involved. Be aware of this before starting. While private discussions are obviously needed before a public announcement, the gap between the two should normally be weeks rather than months.
• Once you announce, over-communicate. Transitions are notorious for inaccurate and incomplete information. While you can’t control whether someone listens well, you can communicate frequently and clearly. Leaders should spend as much time on communication plans as transition plans.

What should you do if the announcement has already been made (or word has gotten out) and the transition is more than two years away? Consider identifying a major goal to be reached before the transition takes place. This can be difficult because of the “lame duck” effect, but if the goal connects deeply with the DNA of the organization and the transition, it can be done. For example, before the transition occurs “we want every person to have participated in a missional experience” or “we want to be debt free.” If a successor has already been named, then it’s imperative that the two leaders (retiring and incoming) work diligently to convey a unified vision and to stay on the same page. It is also wise to empower the board (or its equivalent) to keep a watchful eye for problems that may arise, and to take corrective action if needed. Even though this blog is focused on the “too early” side, there are conversations that you should have within your leadership team or governing board today, no matter how far away the transition may be. We’ll look at that side of the coin in the next blog. It’s easy to receive my blogs by email. Just sign-up on Feedburner by clicking here.]]>