The word “transition” means the process or a period of changing from one state or condition to another state, according to the Merriam-Webster Dictionary. Working at a nonprofit, you know that transition is a fact of life. Leadership transition is also a major fact that one must constantly deal with in this profession.
While I was working as the No. 2 administrator in a development office, for example, my boss announced his retirement. I had worked with him for several years. But instead of nominating me for his position, the organization decided to spend thousands of dollars hiring a search firm to find the perfect candidate.
While I had another job offer in my pocket, I decided to apply as an inside candidate. Anyone who has worked in the development field knows that an inside candidate, however qualified, has only a 50 percent chance of landing the job. Many people believe the next leader awaits outside the organization.
Despite the odds, I landed the top job. That only started the process of my experience dealing with leadership transition.
The president who had hired me as his vice president of development/executive director of the foundation stayed in his job about nine months after I was hired. That said, I had to endure a period of transition until the organization hired another president. In my seven-year vice president stint, I worked for five different presidents.
While I hoped to remain in this position for many additional years, the new president seemed to indicate through her actions that she wanted her own person in my role. The constant state of transition did not affect my professional performance, but it took a toll on my health and well-being. Being in a constant state of mental flux is not good for anyone, and I had staff that could have been affected by my state of mind — so I fought to remain positive.
In any state of adapting to a new leader, one tries to adjust to a new personality, expectations and demands. Going from ever-changing interims to short-term leaders is not good for any fundraising organization. Some of my administrative bosses liked the development relationship-driven process while others told me to “handle it.” I created an organizational and strategic plan that worked well. I also had a close relationship with a strong board.
However, I longed for a solid, long-term relationship and chemistry with a leader in which I could develop continuous positive traction.
Have you ever experienced this broken-record scenario?
We must realize that development leadership is a book that is broken into a variety of short chapters. Success at times is measured in a sprint-and-stop mode. Professionals should realize that change and transition is a common theme in our profession — and accept it.
After going through many chapters of leadership transition, I provide the following 10 points of advice for professionals aspiring to make a career of this profession:
- Create a solid plan of action that is best-of-class-driven.
- Develop a strategic plan that is sound and constantly reviewed plus modified.
- Keep your résumé up-to-date.
- Maintain and grow your network of connections.
- Be flexible, as your next job may be in a different ZIP code.
- Experience the challenge of being a consultant part time even if you have only one client.
- Volunteer for a board where you have passion for the mission.
- Don’t become too attached with current leadership, as it will change over time.
- Be adaptable and a pro-change agent.
- Stay in good health, love your family and understand stress is part of every job.
You cannot control leadership transition, but you can control how you deal with it and you can be prepared for it. Understand that every moving part in an organization is in constant transition. Whether you realize it or not, you are also in a state of transition. Buckle up and enjoy the ride. By being prepared and understanding your work reality, you will be in a better position to control your own destiny.
