Leadership transitions happen. You should anticipate them—they're not unusual, they're normal, especially if your campaign lasts over numerous years. Sometimes people pursue different opportunities, relocate for a spouse's job, or retire. Other times, the transition is more sudden: a termination, a health crisis, or even a death. Whatever the cause, the key is to take a breath and remember that other organizations have navigated these waters successfully, and so can you.
More Than Happy: What Paul Really Meant When the Executive Director or Head of School Leaves
The departure of an organization's leader raises unique challenges because they set the direction that forms the foundation of your capital campaign. Can the campaign continue, or should it pause?
When to Continue: If your mission is crystal clear and the board believes there won't be radical changes to the vision, the campaign typically continues. You find a new leader as quickly as possible, understanding there will be subtle adjustments while the core focus remains. This works especially well when the campaign has been successful, and donors are excited about its direction.
When to Pause: Sometimes a pause is appropriate—perhaps the campaign has stalled, or the board isn't certain the mission will remain consistent. Often a pause is necessary to regroup, shore up donor relations, and ensure commitments were to the organization, not just the former leader. The new leader's vision is similar but not identical, and thus campaign priorities are adjusted accordingly. If communication is clear about why you're pausing, you can pick up momentum again.
The Staff Response: Transparency Is Everything
When a sudden transition occurs, one of your first concerns should be preventing a cascade of staff departures. Staff may wonder if they're on a sinking or directionless ship. How can this be avoided?
Gather staff together immediately. Create space for people to process what happened—to grieve if someone has passed away, to celebrate their colleague's contributions, and to voice concerns. Then ask: Are we doing the right things to advance the mission of our organization? Do we need to adjust now that our colleague is no longer here? Ask each staff member to audit what they're doing and what they'd like to do. Focus on the future and leave the meeting with agreed upon talking points to ensure consistent external messaging.
Transitions are opportunities for professional growth. A more junior employee might step into an enhanced leadership role. For example, a develop director at a recent Generis client became the organization’s vice president for advancement because her superior was let go. She never interviewed for that job—it fell on her desk during a crisis. She told the board, "I'm scared," and they said, "That's okay, we are too, but we'll do this together." With her board’s help, she grew tremendously and eventually took the role permanently. She would never have made that jump otherwise.
Be transparent within appropriate legal boundaries. You can't always share every detail about why someone left but fill the void with correct information as much and as soon as possible. If the top person leaves, the board chair needs to step up and articulate that the mission hasn't changed—just the leadership. If it's an executive team member, the executive director should lead that communication. Silence breeds anxiety and unhelpful speculation.
The Donor Conversation: Partnership Over Transactions
For your major donors—especially those you've already solicited during the quiet phase of a campaign—provide specialized, customized communication before any public announcement. Reach out personally and say: "In a few hours, you'll see a general email about this transition. But because of your unique partnership with us, we wanted to tell you first and answer your questions."
This approach reinforces that donors aren't simply funders—they're partners. They've likely navigated similar transitions in their own businesses and will respect that you're handling it thoughtfully. Some may have loved the person who left; others may be relieved. Give them space to express concerns or questions, listen carefully, and keep communication lines open.
Most importantly, refocus on mission. Remind donors why they gave in the first place—not merely because of a dynamic gift officer or inspiring Head, but because they love the organization's impact. That hasn't changed. If anything, you're going to lean into that mission even more intentionally and creatively in the coming months.
The Silver Lining
Scar tissue is stronger than regular skin. When your organization goes through a wounding situation, you can come out stronger. These transitions can enhance donor relationships, activate boards that need to step up, and create opportunities for staff to stretch in new directions.
So when crisis hits, don't panic. Breathe. Communicate transparently. Focus on mission. And remember that this too shall pass, and your organization may well emerge stronger for having faced it together.
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