
Have you ever sat back and asked yourself, “how will I know when it’s time to leave my organization”? Well, I suggest that if you’re asking that question, it’s probably time for a check in. How’s it going, Unicorn? Want to have some tea? Do you have a plan in place or have you been thinking about one?
I remember taking my very first leadership position (queue the rainbows and Erykah Badu’s “Love of my Life” <—— my favorite song for almost every personal celebration) and I thought that everything was in place if anything ever happened to my ED. I lived in this ignorant bliss for 3 years. I did all of my assigned tasks: I pushed program growth, grew the collective skills of the team, added structure where structure didn’t exist, peeked at the budget, you know… all the things. Then, one morning I got to work and everything was different. The normal pictures I was so used to seeing in weekly supervision were down from the wall, and boxes were on the desk. My ED gave her notice. MY ED GAVE HER NOTICE.
MY.EXECUTIVE.DIRECTOR.GAVE.HER.NOTICE
No, I wasn’t shocked. It was fine, I was fine, everything was fine. I knew we were going to get through it. I knew that the Board had a plan. I mean, they HAD to have a plan, right? I knew I had never SEEN someone else in the building learning the tricks of the trade, but that didn’t mean things weren’t in motion. I was safe in that thinking until the call came. Their plan was ME. In all of my time there, this was NEVER once a discourse I entered into. Not one single conversation. Not for a moment did I feel set up for success. The Board was pretty much hands off and said, just business as usual. I had never attended a board meeting. I didn’t know what to prepare (turns out, my predecessor didn’t really prepare anything and my Board didn’t really know how to be a Board) so I got to work, and so did they. We came through that period of transition as a team. We all understood what needed to be done, and how we were going to accomplish it. After my first year, I started my succession planning. It looked like this
PK’S BINDER OF KNOWLEDGE
- A copy of all grant reports, ever. (seriously, every one you write)
- A copy of important donor profiles- the one’s that the new person should probably contact in the first month
- A Board Binder- complete with the last several months board reports you put together
- The strategic plan
- Any Employee evaluations you’ve done in the past year
- Any employee Performance Improvement Plans
- Copies of grants
- An indication of where they can find all the financials they need and at least a quarters worth of P&L’s
- Your Board list and a list of any potential board members that may be in the queue
- Any outstanding issues (especially the bad ones), partnerships or MOU’s
- Anything else you think is important to pass along. This can be anything from a list of vendors to your favorite local ED support group to memberships your org holds.
Most of all, when you are getting ready to transition, don’t hold on to any ill will (if it exists). Set your predecessor up for the success you wish you’d been set up for, or better. Bring them out for lunch and have a really candid conversation about the job, the hard parts and the best parts. Make sure they aren’t surprised by ANYTHING (especially if it’s financial). Most of all, Unicorn, help them shine. Even if your time stewarding the mission is over, the mission must carry on. It is still going to be all of the good things you imagined it would be, all of the good things you dreamed for it, but now it’s just time for someone else to take charge and live their dream (queue the rainbows and Erykah Badu)
PK