TransitionGuides

Interviews of Chief Executives Who Successfully Transitioned

Hear from Nonprofit Leaders who put "Success" in Succession

TransitionGuides conducted interviews with founding executives and executives succeeding founders to hear their experiences with transitioning from their organizations. We discussed their personal and organizational considerations. They are all past participants of the Next Steps workshop which they attribute to the foundation of their success, having the opportunity to talk with peers in a panel and in small cohort discussions, learning best practices and going back to their organizations with the tools they needed to move on and leave their organizations thriving!

Carol Marsh, Former Founding Executive Director
Miriam's House

I was hired in December, 1992 by Joseph House but they wanted to do something for women, which led to the founding of Miriam's House which opened in February, 1996. As the founder, I wore a lot of hats that weren't included in my job description and there was no procedure outlined as to all of the things I routinely did. So, when I became ill and realized I was unable to lead my organization any longer, I didn't have the luxury of planning my transition in the ideal 12-18 months nor did I have reserve funds available. This caused us to have to do the best we could. Thankfully, I had attended a leadership course where I learned how to plan for my succession and create policies and procedures. I also attended the Next Steps workshop where I learned best practices and was given valuable tools to actually write my own customized succession plan. As a founder living at Miriam's House with my husband, our transition was unlike many others as I would not only leave my role but also my residence!

Personal and Organizational Transition: Personally, succession planning has always been a part of my thinking from the day I started. I let go of the typical founder's "this is my baby" ideas, and have always created a structure within the organization to support itself without me by building internal staff to function accordingly. Having a really good relationship with my board helped them to embrace my transition without being frightened and in denial. Organizationally, with the limited transition time due to my illness, it would have been advantageous for us to have had reserve finances in place to support transition consulting rather than having to do it ourselves. This put a huge strain on the organization. Also, if I were more intentional on my "hidden tasks," I could have better distributed these among the staff, preventing the "Carol, used to do that" scenarios that the staff had to resolve among themselves after my departure.

Peer Advice: I believe the best tribute to your leadership is the organization that can not only survive but thrive even though you leave. Founder egos suggesting that the organization cannot exist without them and the feelings of being needed and wanted have to be put aside. We have to be able to be honest and step out of the way and look at what we built and co-created with others in the organization. There's a huge self care component requiring founders to step back, reflect on themselves, allow time for natural grieving and then get on with what's next in life.

Repa Mekah, Former Founding Successor Executive Director
Freeport West (Freeport)

I succeeded a 12-year founding Executive Director, but I was a Program Manager that moved my way up through Freeport by displaying leadership in managing and presenting outcomes to the Board. Although a search was conducted, the board knew my leadership style and strong connection with Freeport and with the community, and hired me as the new Executive Director. After a few years, I began feeling like I wasn't growing professionally anymore, so I realized it was time for me to move on. At that time, my board was more family than functional. I held board retreats at board members' homes to subtly create committees, committee chairs and inevitably a functional board that could accept, handle and manage my transition while moving the organization in a forward direction with vision and goals.

Personal and Organizational Transition: Personally, I had to work through the guilt of abandoning Freeport and feeling selfish when talking about leaving. The Next Steps workshop gave me the space to explore what I accomplished, what I needed to start and either finish or let others finish, and what I shouldn't touch during my transition. Organizationally, we understood Freeport didn't belong to one individual but its ownership spanned across the board and sectors within Freeport.The successes of everyone made Freeport successful and we made a practice of acknowledging individual successes.

Peer Advice: When you think it's time for you to go, you may have to convince the board and the staff that it's time to let you go. Help them realize that in order for the organization to move forward, you have to get out of its way. Attend courses that help locate yourself like the Next Steps workshop which helped me take a step back to see that I didn't decide to leave but I'd been unknowingly preparing for my transition all along. The Shannon Institute for Leadership Renewal helped to create balance in my life and gave me permission to let go of the organization without the guilt.

Shelley Geballe, Former Co-Founding President
Connecticut Voices for Children (Voices)

I co-founded Voices with four women and served as President for 13 years. I attended the Next Steps workshop and came back having a better sense of what I needed to do. My car accident kept me home for ten weeks. I realized I had become worn down doing fundraising and thought it was time for a change since I was no longer having fun. Voices was ready for new leadership with new ideas. I gave myself a couple of months to make my decision and received coaching to help me live with my decision. With much consideration, I stayed with Voices working from home as a senior fellow. My continuing role with the new executive was reassuring to our funders. I was given this helpful analogy to deal with my new role by becoming the "grandma" and no longer the "mother" to Voices to allow the new executive to take on the growth and development of Voices.

Personal and Organizational Transition: Personally, it was hard emotionally to pack up and move out of the office. I missed the staff. Organizationally, the board underestimated how much work was involved, and the effects of the economy had a direct impact on Voices, but the board was very active in the process.

Peer Advice: During the time of transition, your emotions can get complicated. Have quiet time to think deeply about leaving and once you decide, don't look back. It reduces uncertainty in the organization and reaffirms your transition. It is helpful to have someone outside the organization to talk to - get a coach and attend the Next Steps workshop.