On June 30 I retired as Founder and Executive Director of a non-profit that I began in 2003. At the end of many ups and downs, I’ve turned over an organization that has global impact, enough operating capital for six months, and an efficient and economical delivery system.
In just one month the new Executive Director has improved the organization. She more than doubled the size of the Board, with a concomitant doubling of the Board’s effectiveness, prestige, and resourcing. She has correctly rescheduled the launch of some new programs, and successfully launched new programming in a related but unserved demographic. So far, our second succession plan is working. “Second” because we tried once before; our first attempt was thwarted by unforeseen external events. Here’s what we learned: