Takeaways
Practical Lessons on Leadership Transition for Youth
Lessons for transitioning to younger leadership
The case study on the Resource Centre highlights several lessons. These are relevant for any transition but are particularly pertinent for any organisation transitioning to younger leadership.
Build the transition planning from the beginning so that the preparation becomes part of your way of working. For internal promotions, gradually build the new leader’s exposure and profile while systematically shifting decision-making power with appropriate guidance. For external hires, consider a shadowing period as part of the induction.
Create a structured roadmap for leadership transition covering donor and partner management, strategic network development, mentor identification, management recruitment, financial decision-making, and staff management. For first-time directors and leaders, provide additional insights about common challenges and your approach to decision-making.
Bring the board and teams along for the journey. Be transparent about the process, vocal about your support for a new leader, and clear about how and when leadership power will be shifted to them. Step back when you say you will. To bring more resistant individuals on board, hold individual side conversations to express your support and work through doubts, including those rooted in ageism.
Regularly evaluate your effectiveness and relevance as a leader, particularly if your organisation is focused on children or young people. Consider when itʼs appropriate to pass the baton. This might be a question to explore with your staff or even through consultation with the communities you serve. Recognise there may be a power imbalance when holding such a conversation, so consider anonymous channels for feedback in addition to direct discussion.
Use your power to open doors and build the new leader’s network. Don’t gate-keep contacts. Share knowledge and insight into how to navigate certain relationships or spaces, which may not be obvious for a young or first-time director.
Be vocal about your confidence in the new leader, both privately and publicly. During transition periods, encourage their input through thoughtful questions: ‘What might you do next?’ Have you considered these different options?’ Offer deserved praise and explicitly communicate your trust in their decision-making abilities.
Give space after you leave. Offer follow-up calls or meetings for support, but don’t impose your involvement. Avoid immediately joining the board, if you join at all.
De-centre your ego. Don’t let the organisation be defined by your personality. Recognise that there are different leadership styles and different ways to do things. The new leader might not do things the way you would and that is okay. This applies regardless of age.
Cultivate an environment of respect and constructive disagreement. During any shadowing period, welcome new opinions and recognise that you might not agree on everything. Work to build a culture of respect while acknowledging the power inherent in your position as director.
