Next chapter, new challenges: gather your team for what’s next
Inspired by the webinar: Always Got a Friend hosted by the Elders Council for Social Entrepreneurs
Succession can still be seen as a taboo topic, an inevitable event that triggers anxiety for the future of both the organisation and the individual leaving. But does succession always have to be such a sombre concept? Through shared experiences, can we evolve to see it as a thoughtful process that honours leaders’ achievements and strengthens organisations to continue driving their missions? The Elders Council for Social Entrepreneurs spoke to Dr. François Bonnici (Director for the Schwab Foundation for Social Entrepreneurship), Adriana Craciun (Senior Advisor of Organisational Development and Capacity Building for the Oak Foundation), and Tim Hanstad (CEO for the Chandler Foundation) exploring the personal impacts of succession and reframing the narrative from the ‘end of the road’ to a collective journey supported by practical and emotional guidance.
François shared his thoughts on succession, having moved on from his role at the Schwab Foundation and later returning. Adriana, who has supported transitions in over 40 countries, highlighted the emotional and financial challenges involved. As both a successor and someone who eventually passed on his role, Tim provided insights from both perspectives.
Lonely at the top?
Leadership is an emotionally and mentally demanding role. Adriana, with her experience supporting organisations, explained that leaders consistently seek support with:
Fundraising
Communication
Leadership advice
This reveals a constant need for teamwork and guidance to sustain leaders. Adriana shared that the Oak Foundation has heard through member surveys that Executive Directors, Founders, and CEOs can feel isolated or undervalued by boards, funders, and teams— particularly within the human rights sector. She explained that in some cases this has led to:
Burnout
Relationship issues (e.g., divorces)
Substance reliance
These points underline the gravity of the issue. Stressed leaders need support, as their state can ripple into their organisation and affect beneficiaries. This can be heightened by the succession process. So, how can we start to view this time as a positive, even exciting, opportunity?
You’re a social entrepreneur - forging a new path is what you do best
The term ‘transition’ is often seen as being ‘the next step,’ so why is ‘succession’ often linked to ‘retirement’ or ‘the end of the journey?’ A recurring reason leaders avoid succession planning is uncertainty over their own future role. Adriana noted that some leaders want to leave, but hold on due to a lack of progression plans, ultimately holding back their organisations. However, leaders can shape their own succession; it doesn’t need to follow a set path.
Despite varied experiences of succession expressed by our speakers, the need for more collaborative teamwork and transparency is a common theme. Having a trusted board to discuss the future openly with - whether it’s exploring new roles, leaving room for future involvement, or defining relationships with successors - can help. François explained that exploring opportunities other than retirement can be a positive step in changing the narrative on succession. Examples he shared could be:
Transitioning to private sector roles
Taking on mentoring positions
Remaining involved in the organisation in various capacities
To reframe succession positively, leaders can:
Start open discussions on succession planning
Create a roadmap for successors
Explore new roles post-transition
Planning in advance helps leaders feel prepared, offering options when the time to step down arrives.
Teamwork makes the dream work
To make succession a team process, our speakers agree that communal spaces for sharing experiences and learnings like the Elders Council for Social Entrepreneurs webinars are invaluable. Adriana emphasised the importance of financial and funding bodies in supporting leaders by providing:
Consultants (e.g., facilitators)
Training for staff (e.g., fundraising, systemic change)
Leadership courses
These resources could support leaders aiming for a smooth exit, but also strengthen the remaining team, giving them the tools to continue the legacy. Adriana also noted one challenge is that leaders often need pension support, a financial area of concern for those wanting or needing to leave.
François elaborated on the ‘power of seeding,’ which involves securing initial funding, resources, and support to protect an organisation’s history and legacy from the early stages of founding a social enterprise. Leaders can engage their board and stakeholders in seeding efforts to fund:
Continued innovation (e.g., new ideas for social change)
Financial risk reduction
Mentoring and training for leaders and staff
Networking opportunities for remaining leaders
Long-term social change
Seeding is a valuable tool, providing the organisation with a solid foundation for lasting impact while maintaining the original vision.
Are you talking? Are you listening?
While financial and practical support are crucial, emotional support can be equally important during succession. As noted, this period can be demanding. François suggested that seeking out trusted board members, stakeholders, and peers for guidance can make this journey feel less isolating for leaders. However, Adriana suggested that in her experience working with people who are transitioning, she has found that when final decisions stay within the organisation rather than with external advisors this can give the organisation more confidence in their approach.
Tim reminded us that leadership transitions are inevitable - it’s a ‘when,’ not an ‘if.’ By acknowledging this early, planning becomes smoother and the transition can serve the organisation’s beneficiaries. In his view this perspective helps leaders approach succession with objectivity.
In addition to seeking trusted advisors, Adriana highlighted the ‘Nancy Kline Thinking Environment’ as an emotionally supportive framework, enhancing thinking, communication, and collaboration within the organisation. Key elements include:
The ten components:
Attention: Actively listen as people speak to you
Equality: Ensure everyone can share their voice
Ease: Promote a comfortable atmosphere
Appreciation: Recognise contributions genuinely
Encouragement: Support sharing without judgement
Feelings: Validate emotions in discussions
Information: Provide accurate information for decisions
Choice: Allow open expression of preferences
Collaborative Dialogue: Encourage shared understanding
Time: Allow time for reflection and input
The elements of the thinking environment:
Creating space: Set up a safe, valued environment
Facilitated conversations: Use structured dialogues to guide discussions
Reflective practices: Encourage reflection for deeper insights
Adriana suggests that this method creates structured dialogue and space for leaders and teams to think clearly and make decisions in a time often marked by uncertainty.
Tim’s 7 lessons for succession planning
Tim has experience from both sides of this process and therefore is capable of sharing a perspective that considers all parties in succession. He shared 7 takeaways he believes will benefit all leaders:
Plan early: Identify potential successors from day one, nurture internal talent, and set a timeline.
Seek honest feedback: Find trusted individuals both inside and outside the organisation for objective input.
Cultivate internal leaders: Develop future leaders within the organisation from the start and share responsibilities.
Step back: Let your successor build their own relationships with organisational leaders.
Acknowledge weaknesses: Recognise board weaknesses and areas needing oversight.
Invest in relationships: If staying, but in a new role, prioritise a strong relationship with your successor.
Clear handoffs: Transition relationships with both internal and external stakeholders by communicating your departure.
It’s never too early to plan
Succession doesn’t need to be a daunting topic. By reframing it as a positive transition, we can lay the foundation for long-term organisational success, while supporting leaders looking at their next adventure. Successful transitions require teamwork, transparency, and thoughtful planning. Leaders can reduce anxiety by building trusted relationships with their boards, nurturing their successors, and exploring post-transition roles. Practical and financial support, like consulting, training, and financial planning, helps leaders and staff remain focussed on their mission, bettering the chances of continuous systemic change, while preserving legacy. Additionally, seeding initiatives can safeguard values and enable ongoing innovation, while emotional frameworks, like the ‘Nancy Kline Thinking Environment,’ foster supportive and clear communication throughout the transition process.
Taking action now by developing a robust and collaborative succession plan, whatever stage you are at, can help succession become a powerful legacy-building step, setting your organisation up for continued sustainable impact, not ‘the end of the road’.
Author: Rebecca Thackery
Editor: Katelynne Kirk and Chris Underhill