All leaders know they cannot lead forever. But few put in the time or effort to think critically about what a successful transition process would look like. 

In this Reader, we cover the often ignored but extremely essential topic of leadership transition (aka: succession planning). We get first-hand advice from an organization’s founder and former CEO who recently managed her own leadership transition, as well as insights from an organization that intentionally changes its leadership every several years.

What it takes to step back - a founder’s story

Dr. Josia Razafindramanana is the founder of IMPACT Madagascar, an organization that works to provide solutions for deforestation, pollution, and poverty. She is the winner of a Whitley Award for inspirational conservation leadership. Josia stepped back from her executive role at IMPACT Madagascar in 2014. She recently joined the Maliasili team as Portfolio Manager after her position as the Environment Manager at Ambatovy Mining Company.
 

You stepped back from an organization you founded. What led you to that decision?

I have stepped back from the role of Executive Director but remain on the Board of Directors as part of my transition. I have several reasons that led me to this decision. Firstly, I wanted personal growth. I love science, particularly applied science, so I founded an organization that uses research to inform decision-making processes for conservation. But after some time, I wanted to grow my career and experiences beyond this specific area and realized it was time to shift my focus and energy.

Secondly, I wanted to create the space to bring in other skilled people with innovative and diverse ways of thinking to benefit IMPACT Madagascar’s long-term success.

Ultimately, I had to remember that when I created the organization, I did not build it for myself. A founder needs to focus on the cause. 
 

Could you give some suggestions of what to consider in a transition process?

Who will replace me? Or even more importantly, what qualities and skills does my replacement need to have to help the organization transition and thrive? It's essential to create a succession framework, work with your board and senior team, and create a plan spread over several months or even years. Have you looked internally, or do you need to search outside for talent?

What do I need to pass on? What critical skills, knowledge, relationships (such as donors), and insights do I need to make sure I hand over? A clear framework and work plan will help you with this. But remember, you’re not alone. You have a team - and board - who should help you with the transition. 

How will I make sure that my team understands my reasons for leaving, and how can I help to allay their fears? Make sure you spend time with your team to explain your departure and listen to their worries and feelings. This is not a one-off discussion; it has to be intentional and continuous, both formally and informally. Share your leadership learning path, including successes and the things you could have done differently. Be frank about the challenges they might face, especially with the new CEO or Director, and provide practical examples of solutions.

What are the biggest challenges you faced during the transition?

Managing feelings and rumors within the team. Also, some important people were sad and highly disappointed. They trusted me and couldn’t understand why I was choosing to leave. It was challenging to solve those conflicts.

On a more personal note, I had to struggle with my own emotions. I gained experiences and skills, built friendships, and achieved so much for the organization, my team, and biodiversity in Madagascar. So it’s a difficult decision and change, as a piece of your heart and brain will always remain there.
 

How do you plan for failure? What contingency plans should leaders have in case the transition doesn't work as planned?

You must have confidence that it will work. You have no choice but to make it work. Make sure you have a plan before speaking to your team. I think failure would come if you're leaving in 'emergency mode.' If you plan effectively and realistically, I see no reason the transition shouldn't be smooth and successful.
 

What role does a founder or former CEO have to play once the new leadership is in place?

Do not let your team feel ‘abandoned.’ Build trust and a good relationship with your ‘new’ leadership team. I decided to sit as a member of the Board of Directors because I want to ensure that the founding spirit of the organization is still present, even if there are changes (and hopefully improvements!) in the way of doing things. Your role as a former founder is to provide strategic guidance and oversight. 

If you choose not to be on your board, ensure you have successfully passed along fundamental knowledge and relationships, particularly with donors and important stakeholders. Do what you can to ensure continuity and stability in the organization.

Rotational leadership - normalizing leadership transitions

Paine Makko is the Executive Director of Ujamaa Community Resources Team, one of Tanzania’s leading land rights organizations. Paine shares UCRT’s unique organizational model that deals with the challenge of leadership transition.

UCRT has an interesting rotational leadership model, where no one serves in the director role indefinitely. Tell us more about this and how it works.

It’s all rooted in our governance structure. UCRT’s governance begins with a general assembly of representatives from the communities where we work. Then we have a board that supports strategic decision-making for UCRT. Several years ago, UCRT’s senior management recommended a rotational leadership structure to the board. This means that UCRT appoints a new director every several years, and former directors can either step down or take up other roles within the organization.

This structure has helped with accountability, bringing in new talent, and building the capacity of upcoming leaders. It’s also a motivator. UCRT staff know they can work hard and have a chance to lead the organization. 

The senior management of UCRT reviews the director’s position and performance periodically, and the director and board are given feedback.
 

What inspired this creative, ‘out of the norm’ leadership style?

The way UCRT works is communal. We are inspired by the communities we come from and work for. Sharing responsibilities and decision-making is our way of life.

This system works well for our context and has helped us get through some challenging situations where collectively we have come together and made strategic decisions. Because we share leadership, there is no single ‘authority’ figure.
 

What practical ways do you nurture young talent within the organization to identify and scale up the next generation of leaders?

The majority of our team is exposed to practical field work early on. We give each person an opportunity to prove themselves. Our work is impact-oriented, achieved through dedication, commitment, honesty, and teamwork. We strive to find talent everywhere across the organization. For example, we recently promoted a driver to a field officer position, and he's doing great. 
 

What advice do you have for other leaders grappling with succession planning and leadership transition challenges?

Firstly, look internally and think about your team. You will never fully know your team's capacity without challenging them by offering different roles and responsibilities. Embrace taking a step back, and spread responsibilities across the team. It's exciting to allow someone fresh to take the lead. 

Think creatively and outside the box - what would work best for my organization? We could have easily followed the common leadership styles, but we chose to be inspired by our communities and how they've carried out their leadership for centuries. 

Lastly, remember it's not about you. It's about your organization and its mission.

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