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For both new presidents and their institutions, the presidential leadership transition is an intense experience with serious ramifications for the success of the president's tenure. Ironically, although considerable time is spent orienting new stuedents to our institutions, little thought is given to designing an orientation or entry process for our senior leadership. This sourcebook describes some of the experiences of new presidents during their leadership transition, addresses the varying issues and dilemmas new presidents encounter, and offers advice based on research and first-hand experience. The volume is written for new and experienced presidents, for individuals who aspire to the presidency, and for those who work with new presidents and have a stake in seeing them succeed. This is the 93rd issue of the quarterly journal New Directions for Higher Education. For more information on the series, please see the Journals and Periodicals page.

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For both new presidents and their institutions, the presidential leadership transition is an intense experience with serious ramifications for the success of the president's tenure. Ironically, although considerable time is spent orienting new stuedents to our institutions, little thought is given to designing an orientation or entry process for our senior leadership. This sourcebook describes some of the experiences of new presidents during their leadership transition, addresses the varying issues and dilemmas new presidents encounter, and offers advice based on research and first-hand experience. The volume is written for new and experienced presidents, for individuals who aspire to the presidency, and for those who work with new presidents and have a stake in seeing them succeed. This is the 93rd issue of the quarterly journal New Directions for Higher Education. For more information on the series, please see the Journals and Periodicals page.

In a working life of 35 years, a manager can expect to make at least 10 job changes where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, upwards of 25 per cent of new leaders appointed from within fail within 18 months, and that figure is closer to 40 per cent for new leaders appointed from outside the company.Leadership Transitions identifies the causes of these failures and how to overcome them. Based on in-depth case studies, this book shows that these experiences are very similar and can be divided into three phases: Arriving, Surviving and Thriving. By analyzing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge successfully in their new roles.Offering a valuable and practical set of tools and advice for coping with leadership change, Farrands and Elsner discuss the myth and realities of transition, explore the obstacles to overcome and provide the tools needed for a smooth leadership transition.

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For nonprofits leadership transitions are a time of exceptionally high risk. Here, three internationally-respected experts show how to systematically identify, introduce, support, and monitor leaders in ways that enhance rather than undermine their performance. They explain why leadership transitions are so challenging for nonprofits, and show how to replace chaos and crisis with proven, sustainable leadership transition plans.   Writing for all nonprofit board members, leaders, aspiring leaders, and stakeholders, the authors demonstrate how to: Maintain organizational momentum, continuity, and credibility through the transition Find leaders who align well with your organizational values and its evolving culture Avoid fighting, rumors, accusations, and the common mistakes that derail nonprofit leadership transitions Build a sturdy bridge between departing and incoming leaders Set appropriate expectations for both boards and leaders, and guide them to complement each other successfully Plan succession and continuity for the long-term Use transitions to advance the organization’s mission

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Revised and Updated.Transitions are the in-between moments in a Christ-followers life. It has become evident that you cannot go back to what you know, but it has also become clear that you are not quite sure which way forward. God does some of his greatest work during times of transition, shaping character and aligning us to his purposes and plans. We want out of this time, but God wants in.STUCK! will help you better understand your transition moments, providing new tools for understanding how God is at work, and how to navigate uncertain waters as you chart the way forward.This new and revised edition of STUCK! has be re-formatted for easier access, linked to resources on the Leader Breakthru website and has been edited for greater clarity.

Dr. James Ford Jr., Senior Pastor, Christ Bible Church, Chicago Dr. Perry has meticulously and flawlessly addressed a critical issue in Christian ministry, “How To Finish Well.” Drawing from his superb Bible knowledge and years of ministry experience as a Pastor, College Professor, and District Executive Minister of a major denomination, Dr. Perry provides insightful and sound strategies for ending well in ministry and in life. Most people want to finish well, yet so few take the time necessary to carefully plan. They focus on their history, but fail to connect it to their destiny. Dr. Perry’s unique blend of sound theology and profound “do-ology” makes Finish Well a must read for every Christian who desires to be able to say like the Apostle Paul, “I have fought a good fight. I have kept the faith. I have finished my course.” 2 Timothy 4:7-8. Thank you, Dr. Perry, for being such a blessing to the Body of Christ. Scott Ridout, President, Converge Worldwide One of the greatest limitations on a leader’s success is the fluidity of the transition to the next leader. In this book, Dr. Perry gives many great insights and practical tools to ensure effective succession drawn from his extensive experience with churches and ministries. Implementation of these ideas will help your leadership team to move into the future with confidence and clarity. John Jenkins, Senior Pastor, First Baptist Church of Glenarden, Landover, Maryland. Dr. Dwight A. Perry has been a diligent, thoughtful and studious leader for as long as I have known him. His ability to research and gather information with a meaningful and applicable conclusion is phenomenal. If you or your organization desire some clear direction for succession and transition, I recommend Dr. Perry’s book.

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Even though the average CEO stays in his or her position for just seven years and 40 percent of association CEOs are either at or approaching retirement age, many associations do not have up-to-date transition and continuity plans. Boards of directors have a fiduciary responsibility to ensure the continuity of the organization, and the CEO has the responsibility to assist. Succession planning should begin well before a CEO decides to leave. That's where this resource comes in. The Association CEO Succession Toolkit will assist CEOs and board members in developing and maintaining a transition and continuity plan. Informed by insights and examples from CEOs, board members, executive search consultants, and others, as well as his own experience with transitions, author Gary LaBranche has developed this practical resource, which provides considerations for different types of transitions--leaves of absence, unplanned exits, and voluntary resignations what-to-do-next checklists for handling various transitions tips on the executive search process, succession strategy, and onboarding a customizable transition and continuity plan on accompanying USB drive. Help your association transition effectively through its next CEO succession by using the tools in this book to plan ahead.

Even though the average CEO stays in his or her position for just seven years and 40 percent of association CEOs are either at or approaching retirement age, many associations do not have up-to-date transition and continuity plans. Boards of directors have a fiduciary responsibility to ensure the continuity of the organization, and the CEO has the responsibility to assist. Succession planning should begin well before a CEO decides to leave. That's where this resource comes in. The Association CEO Succession Toolkit will assist CEOs and board members in developing and maintaining a transition and continuity plan. Informed by insights and examples from CEOs, board members, executive search consultants, and others, as well as his own experience with transitions, author Gary LaBranche has developed this practical resource, which provides considerations for different types of transitions--leaves of absence, unplanned exits, and voluntary resignations what-to-do-next checklists for handling various transitions tips on the executive search process, succession strategy, and onboarding a customizable transition and continuity plan on accompanying USB drive. Help your association transition effectively through its next CEO succession by using the tools in this book to plan ahead.

Noel Tichy has been the trusted adviser on management succession to companies including Royal Dutch Shell, Nokia, Intel, Ford, and Mercedes Benz. Succession distills his decades of experience and provides a practical framework for building effective transition pipelines - for multi-billion dollar conglomerates, family businesses or anything in between. Through revealing case studies - like Hewlett Packard, IBM, Yahoo and P&G - Tichy examines why some companies fail and others succeed in training and sustaining the next generation of senior leaders. He highlights the all too common mistakes that can generate embarrassing headlines and threaten survival. And he puts leadership development and succession where they belong: at the top of every leader's agenda.

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Challenging the myth of African Canadian leadership "in crisis," this book opens a broad vista of inquiry into the many and dynamic ways leadership practices occur in Black Canadian communities. Exploring topics including Black women’s contributions to African Canadian communities, the Black Lives Matter movement, Black LGBTQ, HIV/AIDS advocacy, motherhood and grieving, mentoring, and anti-racism, contributors appraise the complex history and contemporary reality of blackness and leadership in Canada.With Canada as a complex site of Black diasporas, contributors offer an account of multiple forms of leadership and suggest that through surveillance and disruption, practices of self-determined Black leadership are incompatible with, and threatening to, White "structures" of power in Canada. As a whole, African Canadian Leadership offers perspectives that are complex, non-aligned, and in critical conversation about class, gender, sexuality, and the politics of African Canadian communities.

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“A transition will be one of the greatest tests of your leadership, but it will also serve as one of the greatest rewards and testimonies of your legacy.” —Tom MullinsSuccessfully handing off the leadership baton to the next leader is essential to give our organization the best opportunity to thrive after our time of service. A smooth handoff requires meticulous planning and forethought. Yet most leaders put off even thinking about leadership transition until they are faced with a situation where they have no choice but to make a change.The results of not planning ahead can be devastating for both you and your beloved organization. Passing the Leadership Baton will help you manage the emotional transition yourself while fully supporting the next leader. Creating a seamless succession can be a challenge, but done successfully, it may very well be one of the greatest rewards you’ll experience as a leader.