Prospera
A Case Study on Successful Transitions
By: Emilienne de León, with the testimonies of Alexandra Garita and Laila Alodaat
Artwork courtesy Devi Leiper O'Malley
In the last five years, Prospera, the International Network of Women’s Funds, has gone through two successful leadership transitions. I describe these cases when transitions happened by giving a voice to the three Executive Directors who were part of it. The first is Emilienne de León, being the ED from 2010 until September 2020; second is Alexandra Garita, who was the ED from August 2020 until November 2024; third is the current ED, Laila Alodaat, who just entered in November 2024. Our testimonies will present some key elements to understand why these transitions have been successful. To end, I highlight the core elements of success to sum up the learnings of the three leaders. The testimonies are shared in chronological order.
Emilienne de León
I announced my intention to leave one year in advance, after almost 10 years leading the organisation, because I felt I have given all that I could, and I truly believe in leadership renewal. The achievements made in that era positioned Prospera to move forward to the next stage of its existence with new leadership. I expressed all that to the board and we jointly analyzed the best moment to announce it to the rest of the staff and the members.
My period at Prospera was characterised as a building process, looking to position Prospera’s members in the international philanthropy sector and with bilaterals as well as feminist philanthropists. This was a period of membership growth, passing from 33 to 43 members, including an increase in the annual budget of most women’s funds, especially the ones based in the Global South, and an increase in Prospera’s operational budget. We legalised the status of Prospera to legally become an international organisation based in Canada. After six years with only three staff, the board decided to support staff growth by creating a Deputy Director position to strengthen the leadership and help consolidate the advancements made according to the strategic plan. Together, the board and I selected Alexandra Garita.
This process made a difference because we selected a Deputy Director jointly with the Board, and Alexandra Garita was selected. Together, Alexandra and I worked more as a co-leadership duo, which made it possible to increase the visibility of women’s funds as key actors to support feminist and women’s organisations and movements. We created specific programs to better support women’s funds and attracted new donors from philanthropy and the bilateral sectors. The staff became more specialised, and we advanced significantly on the strategic plan. The Board was quite aware of this co-leadership situation and decided to look internally for the new leader first, to the Deputy Director, Alexandra Garita, asking if she wanted to apply for the ED position. She agreed to go through a selection process supported by an external consultant.
We agreed that I would not participate in the selection process to avoid influencing the Board and staff. The staff were asked to share their questions, and the Board conducted interviews with Alexandra and were also offered a collective session with her. By June 2020, the Board made the final decision to offer her the ED position. She accepted in July, and in August, we were working together on the transition. We were in the middle of the COVID-19 pandemic, but since we were already a remote team, the process was very smooth.
When I announced my decision to leave, I was clear that I aimed to create something else. I was not ready to retire and I had, and still have, the energy to continue working and reinventing myself for a fourth and fifth time in my professional career. I’ve created a new organisation with a colleague, which we are running as co-directors, working for women’s grassroots organisations in Mexico. I am also doing consultancies that come my way.
I want to share that I did not feel lost in my transition. After 10 years of being in Prospera, I could have missed the network, but I didn’t. In fact, what happened was that I observed, from a distance, the new stage of Prospera, feeling proud of the network’s new steps, new path, and seeing how well Alexandra was doing. Many women’s funds were able to get much more funding thanks to their wonderful work, but also due to the influencing process in philanthropy that Alexandra led. Maybe more important was the participatory strategic planning process the network had under Alexandra’s leadership. All of this gave me the certainty that she was the leader Prospera needed in that new phase.
Alexandra Garita
I have been through four leadership transitions in two decades. These have all been different and with various degrees of success. The first two, when I was much younger and in charge of organisations that were much smaller, with a different size, scale, and impact, were not as "professional". In other words, we didn't have involved boards, so we had a relatively easy time making decisions amongst colleagues and friends who were a part of the organisations. We also had small budgets and uninterested donors. Both these organisations continue 10-15 years later, have solid leaders in place, have grown and matured, and have undergone numerous leadership transitions since then.
My other two transitions were in Prospera: one was a move from Deputy Director to Executive Director and the most recent and last one was my departure from the organisation, with an external candidate taking over. Both of these were designed intentionally with two different Boards, the acting Executive Director, and staff, who had involvement at several moments throughout the processes. The first transition from Emilienne to myself was relatively smooth because it was internal. The network and staff already knew me, and I knew the work well. Emi and I had a co-leadership practice and made decisions together. One of the most difficult things about leading as the ED in my first year was not having anyone to make decisions with. Although I recruited for a deputy director role twice, the work had become much more complex and Prospera was much bigger to the effect that its scope, its impact, its budget, and its size ultimately did not lend itself to that kind of setup. Thus, I set out to strengthen the current team and grow responsibility and exposure from within, which worked out well.
After four years in the role and nearly eight in the organisation, I stepped down. The leadership transitioned to an externally chosen candidate working with a talent firm. This process was professional and transparent, yet costly and time-consuming. Ultimately, it worked. The Board took its role very seriously, kept the process confidential, and maintained awareness of any conflict of interest. They also kept the staff and membership informed at all stages and took input from both for the process. The elements for the job description and hiring profile were taken from the staff and membership. The staff also designed several of the interview questions. I was permitted to watch the interviews of the top four candidates and provide input to the Board using a scoring sheet that we had all agreed on. The staff was comfortable not participating in the interview and selection process as long as I was involved. In the end, all the Board members and I were in complete agreement with Laila Alodaat as the best person to do the job.
Laila accepted the position in August and came on board in November, where we had a month of working together before I left the organisation. This time period allowed us to collaborate in person, work with the rest of the team, address outstanding questions, and have a final board meeting before my departure. It was enough time for a successful transition and a good way for me to leave after having passed on all the information and experience that I could. In addition, I remain available for any further consultation as Laila's future unfolds as ED of Prospera, but I know well that a fresh approach and new energy were what Prospera needed, and that there comes a time to break with the old and start anew. Thus, the best thing for the network and for me was to fully separate, to avoid remaining tied in any way to the organisation, and for me to reinvent myself. Part of what I have continuously learned from Emilienne, and can attest to myself, is the importance of being curious in different fields, with different people, and doing different things. I therefore do not feel "lost" in this transition phase but look forward to building relationships in other realms and embarking on new and exciting journeys.
I think leadership transitions are easy when leaders really want to depart and get themselves ready to leave the organisation: when they can truly let go and let the new leader be, removing themselves from the organisation unless asked for input, and then only with firm boundaries in place; when there are competent consultants (third parties) facilitating the process; and when the board takes its role seriously. Of course, resources also help, as these transitions are costly and funders need to pay for them.
In my experience, 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.
Like many of us, I will need to consult for a while, as I think I have some wisdom and experience to share. I am also acutely aware of the importance of building and sustaining organisations, institutions, and movements, and that consultant work often yields a lot of power because of the amount of information that it trades on. So, I hope that as we continue to transition from places of activism, action, organising, and movement building, we can remain true to the principle of integrity and ensure that wherever we might be contributing from, we do so knowing our role and being clear on what we can contribute.
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.
