Leadership Transitions – Building on a Legacy
October 1, 2026 | By David M. Wagner
Taking over a leadership role, especially at the helm of a nonprofit, can be a fraught experience – and a rewarding one!
Many incoming leaders face similar challenges:
Pressure to “fill the shoes” of a beloved, successful, and/or long-serving predecessor
Addressing the charge (or need) to move the organization forward while preserving the legacy of the mission
Addressing the competing concerns of key individuals who want change…and those who don’t see the need
Unsurprisingly, leadership transitions are pivotal moments for many organizations. Some flat out fail.
On the other hand, the infusion of new leadership often marks the key moment when a new approach lifts an organization from surviving to thriving.
Just as the outgoing leader can position your organization for success during a transition, how you take the reigns as the incoming leader matters.
Here are the techniques incoming leaders have used to make their transition successful.
Start with listening.
It can be tempting to jump right in with your own ideas and change everything.
And there are cases where that’s appropriate – even necessary!
It’s important to act quickly when there are existential or compliance issues, such as misappropriated funds, procedures that don’t comport with labor laws, or toxic behaviors. (I’ve seen plenty of examples of each of these.)
But apart from those urgent problems, it pays to take the time to listen first.
Find out why things are done the way they are. Ask the team what they see as issues and what they think is essential to preserve. Keep an open mind to suggestions, concerns, and complaints.
Taking the time to listen before making changes will help you build trust you’ll need from that team to enact improvements – and give you a better sense of where to prioritize your efforts.
Be strategic about change.
After all that listening, chances are good you’re going to find plenty that you’d like to change.
Just remember that there’s often tension between change that’s fast and change that lasts.
Prioritizing what changes to make, in what order, and how is a bit of an art. Some good principles to consider:
Over-communicate the “why” behind your plans.
Emphasize what won’t change because it’s working and important to preserve.
Include everyone who is affected in the process (from setting priorities to evaluating options and making plans).
Maintain an open mind – to alternative paths and to changing course if things don’t go as planned.
Cultivate champions – and build bridges with skeptics.
If you’re new to this level of leadership, it’s helpful to recognize that you’re now in the persuasion business.
Sure, you can come up with brilliant ideas and charge ahead while directing others to get in line.
However, successful leaders – especially in new roles – get more done by taking a people-centric approach that prioritizes the needs of their team alongside the requirements of the mission.
You can go faster alone, but you won’t go as far as you will with your team on board.
A winning strategy is to identify potential champions – people who understand your vision and are willing to support it – and enlisting their help in encouraging others.
At the same time, embrace your skeptics. You’ll need their commitment as well. Maintaining their seats at the table and honoring their voices will sharpen your plans and set the groundwork for future support.
Make the role yours.
You may have been chosen to fill a role previously held by someone else, but you can’t fill their shoes. I suggest you bring your own pair.
By that, I mean that it’s essential to lean on your own, unique strengths and style rather than trying to conform to someone else’s model of leadership.
Many new leaders find it helpful to call upon their predecessor for background information and advice while they make the transition – then make their own decisions, rather than simply deferring to an outside recommendation.
There may be things your predecessor knows or is good at that simply aren’t your strengths or areas of expertise. If they’re still important to furthering the mission, carefully consider which aspects you need to develop and which you can lean on others to fulfill.
In certain circumstances, it may even be appropriate to retain the services of the outgoing leader – in a limited, well-defined capacity.
Convincing others to respect your approach and position may take time. Trust that you were selected for a good reason and be open about how you intend to approach your role.
Outside the transition process itself, you may find that you’ll need to devote time to:
Cultivating a sense of ownership among your team
…among other priorities.
Don’t be overwhelmed; keep your eyes on your goals and commit to progress, not perfection. And if you need help figuring out where to prioritize your precious time, I invite you to book a Strategic Clarity Session with me.