The Golden Spot for Organisational Transitions.
Communication is often cited as the critical element for successful transitions. As I wrote this blog post, I hesitated to state the obvious. However, from my experience, it is necessary to reiterate what others before me have stated on communication. Besides, we all know by now what constitutes “obvious” can be subjective. After all, we are only human. Five months ago, I was announced as the new Executive Director of Pollicy. A few other things stood out after my predecessor, Neema Iyer, announced my new position. If you are in the midst of a transition, I have something that could help. This is something worth considering whether you are an individual or an organisation. Keep reading to find out how it can benefit you.
- Management and Succession in non-profits need to be reimagined from formation. Founders are entrepreneurs first, and there is no doubt they will always have brilliant ideas to execute. Scouting and creating an enabling environment for succession from your first year as a founder is crucial. This means you will create systems and processes that encourage more people to build and learn with you. Like several companies we all adore, we have seen the effect of hiring new talent to shake the status quo and improve institutions. This gives young people hope for scaling in their careers and opportunities and provides room for strategic and practical succession that serves the interests of all. All to say, dear founder, do you have a succession plan? Is it built on trust?
- Everyone will support you as long as you communicate your intentions well. To establish a clear path for succession, it is essential for founders to effectively communicate how their team and predecessors have contributed to the growth and development of the organisation. By highlighting the key factors that have led to the current success, the founders can provide valuable insights and guidance to their successors and ensure that the organisation continues to thrive. My predecessor shared with everyone well in advance that she was stepping down as an executive director to focus on other dreams. She layered the communication from internal to external partners and finally issued a blog on her LinkedIn as the formal announcement that she was stepping down. So far, our communication has been successful in opening doors for Pollicy. Our team, partners, and donors have shown us great support, and we remain open to more support. This will help us during our transition as we work on Pollicy projects and research to benefit Africa.
- Stick to what works. As I enjoyed my new position in the past five months, I realised my predecessor had set up systems and processes for the institution, and guess what? They work! My new favourite thing so far is applying and using the systems and procedures developed and implemented by my predecessor at Pollicy. It makes work more manageable to focus on other pertinent issues, such as implementing the strategy and responding to challenges by building newer projects and programs.
- Being well-prepared for transitions is crucial, as they can be extremely challenging. One of the ways we have ensured this transition period is manageable is to create a realistic schedule for exchanges with the board and Founder. This has since built trust and support with the board and the team; we have an agenda that enables everyone to respect the autonomy of the new Director. In addition to regular catch-up and mentorship, we have reached out to our peers in the sector for learning. Learn from — and maybe talk with — other new Directors (Hi, The Engine Room, TISA, CIPIT Friends!) and individuals helping more women in leadership/C-Suite positions.
- Pick a new area and skill to hone your skills in. Picking a new area to learn a new skill will enable you to give better on-the-job guidance to your team, and you will learn a new skill. I am very interested in data science, women and the law, so I have taken an intermediate data science course in my free time! Fellowships are also a great way as they offer an opportunity to network and learn something new and expand one’s knowledge base.
- Stay up to date with the trends and developments in the industry (do you really 🤠 read all the newsletters you receive in your inbox? Please share your favourites on civic-tech. I promise to read). So far, the best way to elevate yourself as a new leader during your transition is to network and meet people where they are. You will realise many people are selfless, and they are willing to share fresh ideas that challenge you, the systems and processes to accelerate improvement and new solutions for your work. Who doesn’t love a bargain? Make a friend and exchange ideas!
- Remember to have a good time and savour your role. After all, work is all about striking a balance between relaxation and enjoyment. The big reveal: so many of my team members at Pollicy enjoy their gym time even when we are out for our staff retreat. I have always yearned to join them, and now I can! The Kampala hills have nothing on me! Guess what? I am back to working out after a hiatus and enjoying it five months in! Spend time with loved ones, family and friends and nurture those relationships because you need one another so you are not lost in the transition.
Everyone’s transition experience is different, for sure. However, the right spot hits when you nail your communication needs. I am also planning for my transition when the time comes so that I am deliberate enough to hand over power and share my expertise with the right person! When the time comes, I will be ready as I have learned from the best! We hope this blog supports one more person transitioning in their role. I am excited and look forward to the journey ahead and all the wisdom, lessons, and ideas that will come with it. My team and I have a clear purpose and are ready to make the most of every opportunity.
