The ways CEOs leave their roles, the challenges faced by those departing, and questioning “best practice” in executive transition.

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** Leadership Weekly
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If you follow professional sports, you know the age-old debate about whether it’s the coach’s system or the star athlete’s ability that most contributes to championships. There’s a parallel in CEO succession. We may like to think that effective succession and transition are largely ensured by following so-called “best practice,” but the pieces in today’s Leadership Weekly suggest otherwise. How the outgoing CEO thinks about the prospect of leaving an organization—and thus behaves towards the succession process—has everything to do with how that process will unfold. The star athlete, for better or worse, may be more impactful than the system around them. Read on!
Today’s Feature

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Navigating Succession: Four Exiting CEO Mindsets ([link removed])
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Aparna Anand Joshi, Donald C. Hambrick, and Jiyeon Kang argue that executives and boards (and we’d add the consultants that support them) need to look closely at two outgoing CEO mindsets: a) the CEO’s degree of commitment to developing the next generation of company leadership, and b) the CEO’s degree of need to control the succession process and outcome. In an important wake-up call, they argue that boards of directors can only do so much to counter the influences of an executive with low commitment to future leadership and a high need for process control. Read more... ([link removed])

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Nonprofit Leadership at a Crossroads ([link removed])
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That many white CEOs conflate their executive position with their community esteem is contributing to delayed and dysfunctional leadership transitions in many nonprofit organizations, according to consultant Mistinguette Smith. In “Nonprofit Leadership at a Crossroads ([link removed]) ,” she writes, “I often coach rising executives of color who are perplexed by their white predecessor’s reluctance to depart. They assume the barriers to leaving are financial. It is unimaginable to them that retiring executives are struggling with being unable to envision a future in which they are useful and continue to have esteem and relevance.” Read more here… ([link removed])


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What Does an Equitable Executive Leadership Transition Look Like? ([link removed])

NPQ Editor in Chief Cyndi Suarez explores the dissonance many people feel between succession and transition “best practice” and our sector’s professed intention to diversify executive leadership. “What Does an Equitable Executive Leadership Transition Look Like? ([link removed]) ” challenges long-held assumptions about the role of the outgoing leader, the board, and outside search firms. The best practice approach to transition that emerged in the 1990s and 2000s, Suarez writes, “is said to have made leaders and funders ‘less anxious and more confident.’ What it did not do is change the white face of leadership.” Read more… ([link removed])

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The Weekly Resource
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This resource is for people of color who have had umpteen calls from search firms looking for “diverse candidates.” Consultant Yolanda Caldera-Durant, formerly of Fund the People ([link removed]) , offers three questions to ask a search consultant the next time you get that call. Read them here. Read them here... ([link removed])

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