A Change in Leadership

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected]. Andy's new book Risk Management for Project Driven Organizations is now available.

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Topics: Leadership, Strategy, Talent Management, ProjectsAtWork

Whenever a new leader assumes responsibility, there is significant risk that individual and team performance will suffer. Organizations must take steps to mitigate some of the inevitable disruption before, during and after the leadership transition. As always, communication is key. And the new leader plays an important role in it.

As with so many other aspects of organizational performance, the key to leadership transfer is communication, and it needs to start as early as possible. In most cases the fact that the existing leader is leaving is known before the identity of the new leader. This creates an atmosphere of uncertainty until the new leader is identified and brought onboard. It also inevitably leads to speculation and debate about the possible identity of the new leader, which can further erode productivity and focus.

Leadership transfer messaging must begin with clear communication about why the current leader is leaving. In some scenarios it is easily understood — a retirement, for example. If the leader decides to leave for another opportunity, the team might speculate that it is a reflection on their work and become concerned for their own future. Potentially worse, if the leader is removed there will be assumptions that more cuts are coming.

While departure communications are frequently cliché laden, they must still be made in a sincere, timely …

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