when a leader leaves suddenly

Today's thinking about when a leader leaves suddenly comes from two different situations: the first is when a leader leaves under duress or from being suddenly dismissed...and the other comes from when a leader has a sudden death.  The first occurs on a regular basis and is something I frequently read about in the higher education news outlets.  The second has been brought home to me over the past several days during a visit to Bellarmine University in Louisville, KY where on March 1, 2016 President Joseph McGowen died suddenly after serving there for 26 years as president.  Both are tragic...both are unexpected...and both have consequences for the organization.

When a leader suddenly departs, there is much that needs to be done to allow the organization and its members to mourn AND to keep the organization moving forward in its mission.  First a few thoughts on moving forward:

• someone needs to take charge, and that person needs to be named by the Board (assuming there is a Board in place).  There should be no hesitation in this action - it should be swift and direct.
• give people time to grieve and process the sudden loss.  This includes time together and time separately.
• understand that everyone will grieve in a different way.  Allowing space and time for individuals will go a long way in the healing process.
• realize that productivity may go down for a time as people spend more time talking with each other than on their assigned tasks.
• get back to normality (or at least the new normality) as soon as possible.  Routine can often be a great healer of pain and sorrow.
• be clear and direct about what needs to happen moving forward.  The person who is now leading the organization is its leader...and should act in an appropriate manner.
• do not forget the one who is gone.  It is okay (and even encouraged) to talk about the leader who is now gone.

Here are a few thoughts on how to prepare ahead of time for a sudden departure:

• have in place a written emergency succession plan that identifies what needs to be done and who should be doing it.  Make sure that everyone knows who that named person is and then train that person in the tasks of emergency leadership.
• leaders should take care of themselves.  While there are some things one can never prepare for, leaders can work to stay healthy and keep themselves away compromising decisions and actions.
• talk about it with the team and the Board.  Organizations must face the fact and think about the "what if" situation and how they would best respond.
• ensure that leadership of the organization does not rest in the hands of one person.  Including others in regular operations and leadership prepares them to take charge when needed.

It is my prayer that organizations do not have to face this type of leadership transition.  It is hard..it is disruptive...and it can take a toll on people.  One of the great paradoxes of leadership is that those chosen for such a role must lead in a manner that reflects they will be there a very long time while at the same time understanding that they might not be there tomorrow.  Such is the way of leadership.

a leader's routine

This past Monday I was invited up to the Concordia University Texas baseball field to listen to Jake Arietta speak to our team's pitchers.  Jake, who is currently a free agent, played for the Chicago Cubs from 2014-2018 and was a key piece to their World Championship in 2017 (I am still holding out hope he will re-sign with them before the year begins).  Much of Jake's talk with our pitching squad was on preparation and getting ready to take the mound and pitch one's very best.  Some of it had to do with watching film, both of himself and the players he would face...some of it had to do with the regular physical exercise he does from day to day...some of it had to do with the mental exercises he does from day to day...some of it had to do with the routine of what happens on game day...and some of it had to do with the routine he goes through right before taking the mound.  All of this talk of routine and preparation got me thinking about the routine and preparation a leader goes through so that he or she is on the top of their game each and every day.  What is is that a leader should routinely do so that each day they can make good decisions, be a relationship master, clearly articulate the vision, and provide sufficient resources for their organization?  Here are a few examples of what I would consider good practices for a leader's daily routine:

• quiet time: whether at the beginning of the day or at the end of the day, being quiet and just relaxing helps one to gather their thoughts and start fresh.
• meditation: beyond just quiet time, this is prolonged time in which one works to empty the mind and just be still.  Many people find it valuable to meditate several times a day.
• prayer: talking to one's God and considering the needs of others helps to bring focus and create a reliance on something greater than oneself.  While many people pray throughout the day, a certain time set aside each day to engage in this practice can make it more valuable and rich.
• walking: whether it is the walk from one's car to their office, a brisk morning walk in the neighborhood, or a walk around the building during lunch, the act of exercise and quiet can help to prepare the leader for their work
• reading: for some it is the routine of reading the daily newspaper...for some it is reading a poem each morning...for some it is the reading of a scriptural text.  Taking the time to read and think about what one has read can help to create clarity for the day.
• emptying the inbox: the routine of either cleaning the inbox before one leaves the office or immediately in the morning helps to clear the clutter and begin the day fresh.
• writing: the act of journaling is a powerful tool to help one think about their life and their work in new ways.  Whether it is free writing, reflecting on something that has read, or crafting a poem every day, writing has been proven to be one of those routines that can can have great impact.

There are many other types of actions one can routinely take to impact their day-to-day leadership.  Choosing what that routine is; being thoughtful about how that routine is impacting one's leadership; sticking to that routine over time; and then reflecting regularly on the routine are all a part of what makes a leader able to perform at their highest level each and every day,  What's your routine? And what have you done lately to connect that routine to your leadership performance?

a note on the leader's spouse

Last week I attended a conference for pastors of large churches, a conference that was equally designed for their spouses.  As I listened to several of the speakers, I realized that there is a role and calling for the spouse of the leader...and began thinking about what that actually means, for both the leader and their spouse or significant other.  For me, I have had the good fortune and opportunity to have been married for almost 36 years and can write from experience about the importance of the relationship between the leader and their spouse.  So what are the characteristics the spouse of a leader should consider?  Here are a few thoughts:

• be kind: the days of a leader can be long and hard...and sometimes the nights can be equally long and hard.  A little kindness goes a long way at the end (or beginning) of the day.
• be demanding: the long days (and nights) are never a license for bad behavior.  Leaders are often in charge all day long - they do not need to be the boss at home.
• be honest: it is easy for leaders to begin to believe their own press after a time.  Holding a mirror up to your spouse from time to time keeps them humble and realistic.
• be their biggest fan: leaders are often the target of second guesses and on the receiving end of complaints and skeptical comments.  Knowing they will always have someone on their side does much to keep their fires lit and their enthusiasm going.
• be present: when spouses have time together, it is important that they both be present.  Demand (see above) that your significant other is ready to fully engage and bring their full self to the discussion.
• be interested: while some leaders may want to leave their work behind at the end of the day, they still want to know that someone cares about their work and wants to know what happened during the day.
• be your own person: leaders of organizations (especially large organizations) often have personalities that match that organization's size.  Spouses must have their own voice and their own sense of who they are beyond their significant other's role.
• be hopeful: there are times in a leader's life when hope begins to wane and they need support to keep going.  The same can be true of spouses...remaining hopeful in the midst of the dark times is important to both the leader and their spouse.

One other thought to consider...many leaders become mentors to other leaders.  In that mentoring process, remember to consider the leader's spouse and remind them of the importance of that other person in their life.  Keeping this relationship strong should be a priority for all leaders...and for those who mentor them.