Succeeding

A
Legend
It’s hard enough to be a new CEO, but it’s significantly harder
when the former CEO was both long-tenured and beloved.
How can you succeed when you’re constantly measured
against such a demanding standard? | By Francie Dalton

“Following a long-time CEO will require a certain generosity of

spirit,” says Kerry C. Stackpole, CAE, interim executive director for the National
Association of Hispanic Publications. “The already difficult role of CEO is exacer-
bated when emotions are involved. Intellectually, the parties may articulate a
willingness to move on, but hearts can remain entangled in the past.” When the
departing leader is beloved and the long-time legacy is positive, succession poses
even greater risks.
So stop for a moment and take a deep breath. The statistics aren’t favorable for
those who follow great predecessors. Clarify your thinking about what you’re tak-
ing on. Although substantive and useful works have been published about leader-
ship transitions—The First 90 Days by Michael Watkins and Making a Leadership
Change by Thomas North Gilmore primary among them—none deals specifically
with the unique set of challenges attendant to succeeding a legend.
Presented here is a synthesis of interviews with eight CEOs who followed legacy
leaders. They provide priceless advice for the three parties whose behaviors and
processes will determine the success of such transitions: candidates assessing such
an opportunity, board members responsible for stewarding a successful transition
from a legacy CEO, and legacy leaders passing the baton.

Associations Now August 2008 39

 Advice for the Successor Neuropsychopharmacology. “Instead Believing that your functional exper-
Candidate of craving the spotlight yourself, pub- tise will be valued over your predeces-
As a potential successor to a long-time licly acknowledge your predecessor’s sor’s relationships. Although you may
CEO, yours is the heaviest burden during strengths early and frequently.” well be led to believe that your capabili-
the assessment stage. Executing due dili- Believing you’ll be told about the tra- ties are of primary importance, those
gence is tough enough under the best of ditions and rituals built by the legacy who follow legends can be surprised
circumstances. When succeeding a leg- leader. “You won’t be told about these when this proves not to be the case.
endary CEO, you’ll need to intensify your until you don’t do them,” says Stackpole. “You’d better click through who is on
information gathering and increase your “Not necessarily because anyone is try- the board—what their interests, beliefs,
vigilance regarding eight faulty beliefs to ing to withhold the information, but and values are—and consider carefully
which you’re particularly vulnerable. because these customs won’t be missed whether you can actually perform to
Believing you can rely, without until they aren’t done.” these,” says Coon.
further scrutiny, on the information Believing that being indisputably Believing that key stakeholder
provided by selected individuals or correct will prevail over the emotion- endorsement of your dramatically
groups as representing the whole pic- alism of others. Despite the unassail- different style is sufficient to ensure
ture. Take the initiative to confirm and ability of your ideas for improvements successful integration of your style.
Just because the search committee or
the executive team has said your style
is exactly what’s needed, don’t think
you won’t encounter pockets of severe
“Expect staff to behave in ways that resistance. Considerable behavioral edit-
ing may be necessary initially, as people
reveal their insecurity, their grief, and adjust to the transition in styles. Lynn
their feelings of abandonment relative to Nicholas, FACHE, president and CEO of
the Massachusetts Hospital Association,
your predecessor.” — R O B E R T T . V A N H O O K , C A E warns, “Recognize the enormous impor-
tance of how much people will miss the
familiar culture and the personal rela-
tionship built over a long period of time
expand what has been shared, and get in policies, procedures, structure, and so with a legacy leader.”
as much information as possible from forth, imposing these changes will be Believing you’re obligated to agree
as many sources as possible. In ferret- interpreted as a criticism of—even a dis- to a protracted period of continued, con-
ing out this information, be alert to honoring of—your predecessor. Instead, spicuous involvement by your prede-
what isn’t said, to responses that seem create opportunities for staff to conceive cessor. It’s crucial to elicit exactly what
to skirt your questions, and to the types and implement needed changes. the board expects from your predecessor
of information you had to struggle to Believing you should prioritize the and how they’ll assess performance.
elicit. Deductive and inductive reasoning early demonstration of your own value Equally important is to help them articu-
will be required on a near moment-by- over the need to stabilize relationships. late specifically how the role of your pre-
moment basis to reveal the implications Says Robert T. Van Hook, CAE, president decessor will integrate with your own.
of what you aren’t hearing. of Transition Management Consulting, Probe to uncover the underlying reasons
Believing that discussion about the Inc., “Expect staff to behave in ways that for wanting to continue to engage your
legacy leader’s success would be inap- reveal their insecurity, their grief, and predecessor; this will equip you to iden-
propriate. Key stakeholders may not their feelings of abandonment relative to tify alternatives for achieving their real
want to be specific with you about the your predecessor.” Rather than rushing objectives in ways that don’t hobble the
factors that contributed to your pre- to make your mark on the organization, transition.
decessor’s long tenure. Tease out what repeatedly and specifically acknowl-
made her tenure endure, the strengths edge all that is right, all that has been Advice for Board Members
and weaknesses of the legacy leader, and done well, and the challenges that have For board members, one piece of advice
with whom she had the deepest ties and been overcome. “Instead of trying to comes before all others: Stop enshrining
what the critics complained about. “Pay displace the legend, smart leaders realize the legendary leader. No matter how
special attention to what was appreci- the need to focus on pulling key stake- benign and honorable your intentions,
ated about your predecessor,” advises holders together,” says Richard Coon, your responsibility to the new leader is
Ronnie Wilkins, Ed.D., CAE, executive executive director of the RV Industry incalculably more important than con-
director of the American College of Association. tinued demonstrations of affection and

40 Associations Now August 2008

recognition toward the former leader. tendency for staff to prefer the counsel, leadership to ensure such unity—or the
Keeping the legacy CEO on board advice, and consulting of their legacy consequence will be a failed transition.
in any post-transition capacity puts leader. Inadvertently, just by participat- “Take the time to get it right up front,”
the new leader in an impossible posi- ing in conversations about how much says Karen Tucker Thomas, CAE, presi-
tion. And please note: Getting the new the legacy leader is missed, board mem- dent of KST Consulting. “Put the neces-
leader to agree to it does not nullify bers can perpetuate these tendencies, sary attention and resources toward
your responsibility to end the legacy protracting the period of ambiguity and success—because the alternative is so
CEO’s role. True, it’s sometimes appro- ultimately destabilizing the new leader. painful.”
priate to craft a dual-leader transition Board members must understand
period where the new leader shadows that merely deflecting such conversa- Advice for Legacy Leaders
the predecessor. This can effectively tions is not sufficient. Instead, there As a legacy leader, do you really want to
inaugurate relationships and ease the must be overt, explicit, iterative favor put your board in the position of having
transfer of responsibility. However, this shown toward the new leader by the to follow the above advice? Do you want
period should be as brief as possible, and board. It is the responsibility of each to put the onus on them to do the right
the end point must be clearly defined individual board member and the board thing—or do you want to initiate this
and adhered to absolutely. And once as an entity to actively redirect the necessary process yourself?
the transition plan is complete, no con- staff’s emotional commitment toward The one who should step up here is
tracts, no board seats, and no peripheral the new CEO. “Even if there isn’t com- you. Help design the search and selection
engagements. plete agreement with the initiatives of process if you like, but do not engage in
While the work of associations often the new CEO, board member cooperation the execution of that process. Once your
creates strong and enduring friendships, is vital,” says Coon. successor is on board, have the class,
the maintenance of your personal rela- Board chairs and the executive com- wisdom, and selflessness to establish
tionship with the former CEO should mittee have an even higher level of and adhere to a transition process that
occur outside of the organization. Find responsibility. Vigilance and effort will doesn’t detract from the new CEO. Here’s
other venues in which to interact, other be required to quell the complaints of a great template to follow once the tran-
organizations through which honors can predecessor devotees, to rein in errant sition period is over:
be bestowed, and other opportunities board members, and to manage the n Agree to serve as a resource for a

to continue the relationship—but stop vocal minority. But it is essential that the specified period of time, but only
maintaining a connection with the lega- board forms a united front and stands through the new CEO and never
cy leader in ways that are visible to staff. fully and consistently behind the new onsite. The duration of your acces-
Even occasionally engaging the leg- CEO. Board leaders must exert sufficient sibility doesn’t matter, as long as you
endary leader in positions of authority
or influence will seriously and inevita- Words of Wisdom
bly undercut the new CEO. Including “Don’t get into a tug of war with a ghost. It’s not about whether you’ll be equally beloved;
the past CEO in functions, whether it’s about whether you can lead.”—Robert T. Van Hook, CAE, president, Transition Management
onsite or offsite, perpetuates the past Consulting, Inc.
in a way that at best holds up and at “Understand clearly why your predecessor was successful. Then decide if complementary
worst impedes the stabilization of new talents are within your skill set.”—Lynn Nicholas, FACHE, president and CEO, Massachusetts
leadership. Equally important, maintain- Hospital Association
ing linkage with the legendary leader “Tenacity will override an awful lot.”—Kerry C. Stackpole, CAE, interim executive director for
implies consent for, and indeed encour- the National Association of Hispanic Publications
ages, end runs by disgruntled staff, the “If something doesn’t feel right to you, trust your gut and keep probing.”—Karen Tucker
continued use of the past leader as a key Thomas, CAE, president, KST Consulting
input to decision making, and covert “Remember: You didn’t just parachute out of the sky. The board chose you for a reason.
information sharing. Be confident about your ability to lead.”—David Patt, CAE, executive director, Association of
Because ambiguity in leadership is Running Event Directors and president of Association Executive Management
disconcerting to all concerned, boards “Be true to yourself. Be your own person. Following the legend doesn’t mean being like the
tend to accelerate filling a vacant CEO legend.”—Richard Coon, executive director, RV Industry Association
position. The focus on finding the right “Love the mission; love the organization; love the job. This will go a long way toward taking
person for the job can be so intense that the edge off of anything negative.”—Ronnie Wilkins, Ed.D., CAE, executive director, American
post-installation stabilization never College of Neuropsychopharmacology
becomes part of the plan. Here’s why “Let the irritant produce the pearl.”—Cheryl Kreider Carey, CAE, executive director, American
that presents a significant vulnerability. Academy of Audiology
There is a natural, understandable

Associations Now August 2008 43

 are no longer visible to staff. When board members are being Next, stay involved in constructive
n State explicitly that you will not conspicuously unsupportive, consider initiatives; identify what you see as
make further appearances on behalf one-on-one conversations. Be transpar- the most meaningful work of the orga-
of the organization, and adhere to this ent about what’s not working and be nization and engage in these efforts.
commitment no matter what. explicit about behaviors that must be Consistently strive to incorporate work
n Be completely transparent with the in evidence moving forward. “Don’t projects on which you can succeed.
new CEO—and completely invisible make the board or your predecessor Finally, “Don’t focus on your prede-
to the organization. the subject. Get this off the table,” says cessor. That’s history, and it is what it is,”
David Patt, CAE, executive director of the says Wilkins. “Focus on the future, not
Advice for Those in Purgatory Association of Running Event Directors on the past.” an
Have you succeeded a legacy leader and president of Association Executive
recently, only to discover that Management. “Instead, put the business Francie Dalton is founder and president
n Secret phone calls and meetings are issues on the table and get attention of Dalton Alliances, Inc., a business con-
occurring between your predecessor focused on these.” sultancy specializing in the behavioral,
and your staff? Also important, emphasizes the management, and communications sci-
n Your decisions are being blocked by American College of Neuropsycho- ences. Dalton is the author of Versatility:
an influence-wielding predecessor? pharmacology’s Wilkins, is the need to How to Optimize Interactions When
n You’re perpetually in the shadow “collect and use good, hard data to sup- 7 Workplace Behaviors Are at Their
of your predecessor at significant port your decisions. This makes it easier Worst, which will be published by ASAE
events? to get buy-in from your board.” & The Center later this month and avail-
n You’re unable to establish relation- With senior staff, one-on-one con- able at www.asaecenter.org/bookstore.
ships with your direct reports, whose versations can be remedial. Be explicit
continued loyalty is being actively about the behaviors that you’ve noticed,
courted by your predecessor? and as above, be explicit about the
n Staff are complaining to the board behaviors that must be in evidence mov-
about you and threatening to leave? ing forward. You might also consider a
n Multiple stakeholders are imply- facilitated team-building retreat, per-
ing you should be more like your haps augmented by the use of behav-
predecessor? ioral assessments.
n Well-placed sources are telling you If you realize that your worst enemy
your continued tenure is in jeopardy? is you, don’t wait to get help. Indeed,
These can be gut-wrenching, spirit- if you wait until you actually need
crushing, heart-rending experiences— the help, it may be too late. Consider
unless you steel yourself against the retaining an executive coach. “Reach
emotional trauma. out to family and friends or to a more
You can get through it with your self experienced association CEO in a differ-
esteem intact if you follow the advice ent industry,” advises Thomas of KST
collected from those who have been Consulting. “Their support is crucial
through it, have coached others through at this stage.” If you’ve been on board
it, or have watched others successfully at least six months, consider the use
move through it. of a 360 degree feedback process or an
First and foremost, act to prevent the employee survey. “It’s not about wheth-
situation from worsening. Don’t assume er we think we’re good leaders,” says
everything will just work itself out. You Cheryl Kreider Carey, CAE, executive
must confront the causal factors and director of the American Academy of
take action to neutralize them. Audiology. “This can only be measured
If you’re dealing with an intrusive by those we lead.”
predecessor, have a frank conversation Perhaps even more important is that
that produces an agreement to halt you take deliberate steps to strengthen
divisive behavior. If the agreement is your emotional endurance. Helpful here
subsequently violated, consider a follow- will be doing your job and doing it well. Review and comment on this
up conversation that includes your Be crystal clear about board priorities article at www.asaecenter.org/
board chair and produces a more formal and demonstrate measurable progress associationsnow.
agreement. on each.

44 Associations Now August 2008