Change is an inevitable part of every organization’s lifecycle, and the field of intellectual and developmental disabilities (I/DD) is no exception. As the I/DD community continues to evolve, so does the need for effective leadership that can guide organizations through transitions and ensure continuity of support for individuals with disabilities and their families.
I’ve had some amazing opportunities to work with I/DD organizations around the NY metro area on their leadership transitions. In this blog post, I’ll share some strategies for embracing change while maintaining a focus on the mission and values that drive organizations supporting individuals with I/DD.
First, recognize the need for a smooth leadership transition.
Leadership transitions can be significant for any organization but can be felt even more deeply in the I/DD space, where families and clients rely on consistent support in their day-to-day lives. Continuity is key for individuals with disabilities and by definition disruptive. To minimize disruption, it’s important to be thoughtful about how staff will feel the transition, down to the direct service professionals, and maintain consistency in programming during this change. Organizations should consider putting together a transition committee to think through the transfer of knowledge, relationships, etc.
Second, build a culture of succession planning.
Many long-time I/DD leaders are now retiring after leading organizations for 20-30 years, which is creating a leadership transfer in the sector as a whole. Some organizations understand the importance of proactive succession planning and they are putting in the work in advance of transitions. The organizations getting this right are intentionally hiring and nurturing leaders who are investing in their teams such that there is a culture of leadership development, mentoring, and real-time knowledge and relationship transfer initiatives (e.g. inviting them to crucial funder meetings with state regulatory bodies like OPWDD in New York).
Foster collaboration and communication.
During a leadership transition, it’s more important than ever to encourage and demonstrate collaboration and open communication. The search committee should regularly update the staff and full board about the search. The transition committee should engage both staff and board members in the transition process and implement strategies for ensuring smooth responsibilities, relationships, and knowledge transfers. Whenever possible, we recommend organizations include individuals with disabilities and their families in the search process to further demonstrate their commitment to inclusivity.
Embrace change and adapt to new leadership styles.
Finally, a leadership transition will undoubtedly bring a new leader (internal or external) with a new vision. Be open to embracing change as an opportunity for growth and innovation AND the potential for positive impact on organizational culture and outcomes for individuals with I/DD. However, keep in mind new leaders may need additional or different types of resources and support. That could mean an executive coach, mentoring from a previous leader (with clear, advance agreement from the new leader), or budgeting for professional development opportunities.
Effective leadership transitions are essential for ensuring the continued provision of high-quality, person-centered services and support. By proactively embracing change and fostering collaboration, organizations can successfully navigate these transitions.
Let’s work together to build a culture of seamless leadership transitions in the I/DD community, ensuring continuity, innovation, and lasting impact. Contact DRG Talent to talk to a Talent Consultant about succession planning or supporting a new leader with executive coaching.
