Managing Leadership Succession Well
In life, we go through various successions and transitions. Here, we explore key principles, practices, perspectives and preparations to effectively navigate these changes.
Three Principles to Guide Us
One of the challenges of work, positions or ministry roles is that they can easily become our identity, defining us and our lives. To prevent this, we should hold on to three key principles:
- It’s Not About Us – What we are involved in is ‘Missio Dei’ – God’s mission, not our own. Every job, role, position and opportunity are part of his mission. We are merely stewards of these responsibilities; they do not belong to us. It’s about God and his Kingdom, not about our roles or titles.
- It’s Given to Us for a Season – The Kingdom of God extends far beyond organisations, positions and roles. These are simply platforms or opportunities entrusted to us for a particular season.
- We are Expected to be ‘F.A.T.’ – We are called to be ‘Faithful, Available and Teachable’. At the same time, we need to be ‘Flexible, Agile and Transformable’, holding our roles and positions loosely.
Chris Wright reminds us in his book on missions: “It is not about what I can do for God, but how I can be part of what God is doing in his world.”
Three Perspectives to Hold on to
- We are Just One Link in the Chain – We are part of a continuum, connected to those who came before us and those who will follow. Our role is to faithfully receive what has been handed down and pass it forward.
- None of Us are Indispensable – While we are uniquely chosen by God, his Kingdom does not depend on any one individual. Our responsibility is to be faithful in our appointed time. We are neither messiahs nor martyrs, so we should avoid falling into the “Messiah/Martyr syndrome” by clinging too tightly to roles.
- We Must Prepare to Exit from Day One – Realistically, we should begin preparing for our departure the moment we step into a role. This means identifying and nurturing potential successors.
In ‘The Last Battle’, the final book of The Chronicles of Narnia, C.S. Lewis closes with this thought: “All their life in this world and all their adventures had only been the cover and the title page: now at last they were beginning Chapter One of the Great Story which no one on earth has read: which goes on forever: in which every chapter is better than the one before.” This reminds us to take a long-term perspective on life and leadership transitions.
Three Practices to Consider
If these are the principles and perspectives, how should we function in our roles? Beyond simply getting things done, here are three key practices for transitioning well when the time comes:
- Plan Succession Early – Do not wait until the last minute or the final year. Always be on the lookout for individuals who can be developed for the role.
- Define the Required Qualities – Be clear on the skills, experience and character traits needed for the role. That way, when the time comes, you have already laid the groundwork for a smooth transition.
- Create Opportunities to Mentor and Take Risks – Invest in potential successors by delegating responsibilities under supervision as early as possible. Be willing to take risks in leadership development.
Peter Drucker, the well-known leadership coach, once said: “People who do not take risks generally make about two big mistakes a year. People who take risks generally make about two big mistakes a year.”
This highlights the importance of taking calculated risks in leadership. Just as God took a risk on us, we must do the same for others.
A 2021 McKinsey article1 views succession planning as leadership development, emphasising the need for organisations to become “leadership factories” that cultivate individuals to develop these key characteristics:
- Positive Energy & Personal Balance – Developing and protecting the mind, body and spirit.
- Servant Leadership – Focusing on making the team and others successful.
- Continuous Learning & Humility – Leaders should not fear taking risks.
- Grit & Resilience – Remaining steadfast in the face of disruption.
- Levity – Using humour appropriately, even in serious situations.
- Stewardship – Seeing oneself as a temporary custodian of an organisation or team.
The Importance of Preparation
As you go through transition seasons, three preparations are important.
- Prepare Yourself – Our hearts can be deceptive. Power, positions and roles can define us and become our source of identity and security. Guard your heart and be prepared to let go when the time comes.
- Prepare Those Around You – Listen to your team, though you may not always follow their suggestions. Teams often resist transitions because they value stability. However, your responsibility is to be faithful to your calling, even when it requires stepping away.
- Prepare Your Successor – If you have identified the next leader, equip them well. Establish open, transparent and effective processes for a seamless handover.
David Lancefield2 identifies four common traps leaders fall into during transitions:
- The Lingering Trap – Struggling to step away. A helpful reminder: “Give up and come in – Give up and go on.”
- The Adrenaline Trap – Seeking validation through constant activity and success. An advice to remember: “Transition slowly, take time to reflect, and settle into the role well.”
- The Judgment Trap – Relying too much on past experiences rather than adapting. A Guidance: “Manage change with continuity – Do not hover over or hold on to the past.”
- The Dogma Trap – Imposing rigid structures that may not fit a new context. An Encouragement: “Keep learning and growing.”
Do not transition out of restlessness but in the “Fullness of Time” – not because you seek change, but because it is time to move forward. After moving on, live with “Attached Detachment” – stay committed to the vision but detached from the role itself. Guard against “separation anxiety” that can affect your personal journey.
To live this way, consider Jesus, who modelled it perfectly. Pray, seek wisdom, and draw strength from God and your community of friends and family.