Leadership transition is tough. The data seems to agree that 40% of executive searches fail, and that external candidates are twice as likely to fail. The only thing worse than a failed search is putting the wrong person in the job, accelerating the failure of the organization.
There are many good search firms in this multi-million-dollar industry, with many good people working there, offering all kinds of advice on their websites. But what you don’t get is specific case studies regarding what worked and what didn’t in different situations, because most of these case studies are confidential (as they should be).
But there are some lessons from the past that might help guide our future. One of the first recorded leadership transitions took place approximately 3300 years, as Joshua took over from Moses, just before the Hebrews were to return from Egypt to their homeland (Canaan). For the sake of conversation, let’s think of God as the board, Moses as the CEO, Joshua as the successor, and the Hebrews as the organization.
The board stewards the vision and mission of the organization, through its one employee: the leader. The leader determines the strategy to accomplish the mission pursuant the vision, with ongoing parameters and direction from the board, in order to direct the organization in the completion of the strategy.
The exiting leader, Moses, had grown up in the court of Pharoah. A Hebrew, Moses was angry about how the Egyptians were treating his countrymen, and he killed an Egyptian overseer. He fled to the desert, and it takes 40 years and a burning bush (Exodus 3) to convince him to lead the Hebrews out of Egypt and back to their homeland in Canaan.
Along the way back, his anger got the better of him again. Instead of speaking to the rock that would bring forth water for the thirsty Hebrews—as God had commanded—Moses struck it. The consequence of this disobedience was immediate and severe: Moses would not be allowed to enter Canaan, and complete the mission given to him by God. (Numbers 20:1-13)
Lesson #1: The CEO cannot be bigger than the board. The board is accountable for the vision and mission of the organization (and accountable for itself), just as the CEO is accountable to the board.
Lesson #2: There are consequences for one’s actions. If the leader does not implement the vision, mission, and values of the organization in a manner that is consistent with them—i.e., with humility, integrity, and confidence—then the board should take appropriate action, according to the circumstances.
The entering leader, Joshua, was known for his strength, fortitude, and leadership. When they reached the land, God wanted Moses to have more information about Canaan regarding its geography, its people, and its fortification. Moses sends twelve spies who spend 40 days in the land. They return with proof that this “promised land” flows with “milk and honey,” proof that God keeps his promises. But they also see giants, and ten of the spies tell the Hebrews that they cannot take this land, for they are mere grasshoppers in a land of giants.
However, two of the spies—Joshua and Caleb—offered a different perspective: God will keep His promises so we should be ready to defeat the giants. The people seek to stone them, but instead, God strikes down the ten and prevents the Hebrews from entering the land for 40 years: one year for each day the spies spent in the land, one year for each day the spies gathered tangible proof of God’s word.
Lesson #3: Understanding a situation is in the eye of the beholder. Fear and faith are choices, as is the decision to do the right thing, no matter the context. If you don’t believe in your vision and mission, then maybe you shouldn’t be there.
Lesson #4: When the organization is not in sync with the vision and mission of the board and leader, there are times when the members should stand up in defense of the vision and mission—as a function of who they already are—with humility, integrity, and confidence.
Moses was 120 years old when he died (Deuteronomy 34:7), and Joshua was approximately 70 years old when he took over. But the transfer of power was not sudden. Moses asks God about appointing a leader, and God provides clear guidance: put your hands on Joshua, in front of everyone, and commission him, with the priest present, giving him some of your authority (Numbers 28: 12-23). Later just before they are about to enter the land, and Moses is about to die, Moses lets all of Israel know that God has forbidden him to go into the land. Joshua will lead them. He tells Joshua to be strong and courageous and not to be discouraged or afraid, for God will be with him (Deuteronomy 31: 1-8).
Lesson #5: Great leaders maintain integrity and remain humble after (and perhaps because of) their great mistakes. Moses did not have to tell everyone that God had forbidden him from entering the land. But he did, a final testimony to his character.
Lesson #6: Great leaders are sources of encouragement, right up until the very end.
Lesson #7: Most leaders have natural instincts for leadership, but the best are nurtured and developed by the leaders before them, to include the leaders on the board, and in the organization. This kind of mentorship provides additional experience and tools, as well as a growing confidence that are critical to the success of the new leader.
Lesson #8: You can’t transfer relationships, but you can expand them. A successor is named and appointed, with the expectation that the new CEO will earn the right to be in a strong relationship with the board, and the organization, because of his/her character.
Lesson #9: “NextGen” leaders does not necessarily equate to people in their 30s or 40s, or even their 50s and 60s. Joshua takes the helm at 70+. Don’t leave wisdom on the sidelines, either for your organization, or your board.
After they had conquered the land, and Joshua is about to die, he reminds the people one more time about what it means to be successful: Fear the Lord, be faithful! You can choose whom you want to worship, but I and my family will worship God (Joshua 24: 14-15). Joshua dies at 110, and Israel continues to serve God under the elders who had experienced all of these things. But the next generation soon came “who knew neither the Lord nor what He had done for Israel” (Judges 2:9).
Lesson #10: Like faith and freedom, it takes but one generation for leadership to fade. Next generation leaders begin with the humility and integrity of the person, but s/he must be encouraged and equipped. If future leaders are not encouraged and equipped, memory fades, and the results of non-leadership soon multiply.
What can we conclude from this case study about leadership transitions? Well, it takes leaders on both sides of the equation. Above all, these leaders must be above reproach, rooted in a character of humility, integrity, and confidence. NextGen leaders, in particular, must lead according to the vision and mission of the organization, as stewarded by the board. They must also maintain a constant conversation with the board and the organization, while preparing for their own succession.
Such leaders understand that the future runs through the past. They will remind the board and the organization of their shared (even cherished) history, using it to enable their story, and relevance, forward, together.
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About the Author
Chris Seiple, Ph.D., is a seasoned leader with over 30 years of experience in creating and implementing strategies among diverse government and non-government stakeholders that build social cohesion through inclusion. He leads The Sagestone Group, consulting for clients such as the Templeton Religion Trust, where he helped develop and implement the “Covenantal Pluralism Initiative.”
Dr. Seiple’s extensive career includes co-chairing the U.S. Secretary of State’s “Religion and Foreign Policy” working group, chairing the research committee in support of, and advising on, the U.S. government’s first-ever summit on strategic religious engagement (at USAID), and serving as a U.S. Marine infantry officer. He has chaired the World Economic Forum’s Council on Faith, and he is a member of the Council on Foreign Relations’ Religious Advisory Committee. A prolific author, Dr. Seiple’s works include The U.S. Military/NGO Relationship in Humanitarian Interventions and he has co-edited the Routledge Handbooks on Religion & Security, as well as Religious Literacy, Pluralism & Global Engagement.
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