JASS
Looking Back, Looking Forward
Reflections from a conversation between Lisa VeneKlasen (founder and former ED) and Shereen Essof (current ED) with the benefit of hindsight, five years after a leadership transition.
Artwork courtesy Devi Leiper O'Malley
“A leadership transition is a narrow moment, but the words can be misleading. What sounds like the mere passing of the torch is more about a process of organisational development and reinvention. It is much bigger than just a transition between two people. An entire organisational ecosystem is being asked to change, and changing management is not simple, especially in the time of a global pandemic. A leadership transition is about fundamental shifts in power that inevitably create conflict. It’s all part of the process.”—Shereen Essof
How it started:
The formal leadership transition at Just Associates (JASS) was a year-long process (February 2019-2020) directed and facilitated by both the board and senior staff, with full involvement and many conversations with all staff and JASS’ larger community including early JASS builders, associates, partners, and donors across many countries where JASS is present. Five years before Lisa made her transition intentions known to the board and senior staff, she led a concerted organisational development and fundraising effort where Shereen played a critical leadership role. That pre-transition groundwork created a diversified multi-year funding base and co-leadership structures with more staff “holding the whole,” which facilitated the transition and strengthened the organisation at the same time.
By all accounts, and considering a thriving JASS today, the transition was successful; it facilitated a renewal of leadership and organisation-strengthening that took JASS from strong to thriving despite continuous disruptions around the world since 2020. Still, regardless of the best-laid plans and intentions, unpredictable changes in the context, such as the pandemic, exacerbated the usual complexities and twists arising from a transition. These are clearer with the benefit of hindsight and are worth learning from, particularly in our chaotic world.
Unique transition features, additional complexity
Every leadership transition is unique and shaped by an organisation’s identity, positionality, structures, stage of development, the leaders involved and the broader context. Among the many distinct features of JASS’ leadership transition strategy, three stand out: 1) the wisdom, benefits and challenges that come with the decision to recruit internally; 2) the variety of cultures and beliefs about leadership and organisations in different contexts (don’t assume a universal approach to NGOs and leadership change will work); and 3) transitioning from a founding executive director.
Choosing to recruit and hire internally: As a complex decentralised networked structure that had institutionalised and grown quickly in relationship to scope, depth and scale, JASS needed some organisational consolidation. Its knowledge, successes, operations and structures needed to be shored up and readied for another leap. For that reason, the staff and board chose to begin with internal recruitment, hoping to draw on existing leadership more familiar with and experienced in leading the institution, its operations, and its work. When Shereen put her name forward, everyone was excited considering her many years leading and reshaping JASS Southern Africa as its Regional Director and her proven global leadership contributions. After a rigorous interview process involving the board and staff, Shereen was chosen as the next ED. The decision to go with internal recruitment and the procedure we created turned out to be a wise choice, particularly when the COVID pandemic began. At the same time, while Shereen's intimate knowledge of JASS facilitated many aspects of the handover, her familiarity may have created unrealistic expectations of continuity rather than preparing the organisation and her community and staff for fresh approaches and a new way.
Different organisational cultures and expectations: Adding further complexity, JASS is deeply rooted in three regions—Mesoamerica, Southern Africa and Southeast Asia—that all have different organisational and leadership cultures and practices by design. In some contexts, the idea of a leader stepping down from a movement organisation is so rare that people wonder whether something is wrong. For Shereen, gaining familiarity with these different contexts and navigating many different expectations and concerns about the transition process was an additional challenge.
The transition went into full effect, with Shereen stepping into the ED role fully on the eve of the pandemic, which was doubly destabilising for a staff whose demands and reliance on the organisation for security and connection increased.
Transitioning from a founding ED: When transitioning from a founding ED, there are added complexities because the organisation, in some ways, can be an extension of the personal history and relationships of the founder, which was the case for JASS. When it was founded in 2003, JASS was originally a loose network/community of popular educators, researchers and organisers who shared political histories and philosophies in the thick of liberations and solidarity strategies of an earlier era. Over time, it became institutionalised with staffing and structures to run the day-to-day, but the broader community remained involved in strategy and popular education efforts. The organisation's leadership transition strategy deliberately emphasised relationships and conversations with all community members, aiming to unite every part of the organisation as it moved toward the future. But the pandemic made sustaining this engagement with the broader community nearly impossible because JASS, like many other organisations, needed to invest in supporting staff and donors during the crisis just to keep the organisation healthy. This felt like a break from the past for some people in the broader community, creating additional expectations and challenges.
Ahead, we share some of what worked for us and some of our insights in hindsight.
Laila Alodaat
The transition at Prospera has been a model of healthy and empowering change, one that will have a lasting impact on the network.
The Board led an inclusive and well-thought-out recruitment process, one that not only reflected the network's desire for a leader aligned with their ideological values and political agenda but also the commitment to invest the time, energy, and resources necessary to bring those aspirations to life. Throughout the process, we engaged in deep political dialogue, where I had the opportunity to share my vision for the role I believe Prospera can play in a rapidly changing global landscape. I spoke candidly, and so did they, which allowed us all to move forward with confidence, knowing I had been entrusted to lead for the right reasons.
A key factor in the ease of my transition was the way Alex chose to exit. Her approach was open, generous, and thorough. She handed over the role with grace and foresight, understanding when it was time to make space for new leadership and fresh perspectives. A thoughtful exit is an essential act of leadership and I couldn't have asked for a smoother handover.
I am also incredibly fortunate to be supported by a remarkable team and network of members. From day one, the culture of care and openness within the secretariat has been palpable. In a world that often overlooks the complexities of our personal lives, the team at Prospera welcomed me as a person rather than only a new director. I look forward to nurturing its culture of care, where everyone can thrive, achieve their potential, and take pride in their work.
I have also been deeply moved by the warm reception I have received from our members, allies, and friends. Their invaluable support came through their time, wisdom, and guidance. It’s clear that Prospera’s credibility and critical role in advancing feminist movements are widely recognised and I am grateful for the shared commitment to this journey.
While the challenges before us are undeniable, I am inspired by the unwavering resistance and resilience I see all around me. I am honoured to work alongside feminist groups whose wisdom, courage, and collective strength have the power to heal and transform both our people and our planet. With this energy, hope, and deep respect, I step into my role at Prospera, eager to continue a journey of courage, accountability and reflection.
Seven key elements for success
As you can see from the three testimonies, transitions in Prospera went smoothly and provided an opportunity for the member network and its technical secretariat to grow, consolidate processes and strategies, and better position Prospera as the go-to organisation for donors seeking to support women’s and feminist organisations and movements. In this section, I want to reflect on some of the key elements that contributed to the success of these leadership transitions.
1. Readiness to leave
As Alexandra stated in her testimony, leadership transitions are easier when leaders are ready to leave. It is important for a leader to recognize when it is time to pass the baton and be generous with the next leader by supporting her to succeed.
2. Advanced notice
A second point is the importance of announcing the intention to step down with enough time in advance to help the board initiate a strong plan and a good selection process and to have a possible overlap between the leaders.
3. Focus on organisational needs
As Alexandra mentioned, “transitions are less about friendship, social movement, and identity, and more about what is best for the organisation at that particular time and in the given context in that particular time and context.” What stage is the organisation in? What next steps are needed to move forward? Centring the organisation's evolving needs is key to a successful transition. The board and staff should reflect on these critical questions to better define the desired profile and skills of the next leader.
4. Inclusive and values-aligned recruitment
Selecting the right person to lead the organisation is paramount. As Laila described, “the board led an inclusive and well-thought-out recruitment process, one that not only reflected the network's desire for a leader aligned with their ideological values and political agenda, but also the commitment to invest the time, energy, and resources necessary to bring those aspirations to life”. The symbiotic combination of the applicant's alignment with the organisation's political vision and values and the board's dedication and energy propels the organisation through a successful transition. Both the alignment with the political vision and values from the applicant and the commitment and energy from the board are a symbiotic combination, helping the organisation to move through a successful transition.
5. Openness to internal and external candidates
The next leader may come from within the existing team or from outside the organisation. The decision will depend on the readiness of how the second leadership tier is ready to step up, the board’s vision for that person as the future next leader, and whether the organisation’s current time and context for the organisation needs calls for an outsider who can also bring fresh ideas.
6. Engaging external support
Hiring external consultants or a recruitment firm can be an effective way to manage the selection process and support the board and team in navigating the transition. These impartial experts can provide structure, guidance, and facilitation to ensure a professional and comprehensive approach.
7. Investing time and resources
Last but certainly not least, it's important to recognise that successful transitions require time, energy, commitment, and resources. While costly, investing in a well-executed transition is crucial for an organisation’s success. Cutting corners on this process can lead to crises that ultimately prove even more expensive. Periods when an organisation can continue growing and achieving success, or alternatively, enter a crisis that often costs far more than the investment required to develop effective transitions.
