3
O P I N I O N
Succession and peril
A failed leadership transition can destroy a brand. Take plenty of time, focus on the company, and beware of politics and interpersonal conflict.
S everal years ago I visited the church I grew up in and had an unexpected experience that left a lasting impression on me. As I approached the door, I noticed leaves had collected around the corners of the entrance, as though it was not used often. As people would enter the church, the doors would push the leaves into the corner. As you walked through the door, the carpets in the foyer were worn and dirty.
Chad Clinehens BRAND BUILDING
This was surprising as this was the “new” sanctuary, built just prior to me moving away. It was built at a time when the church was at its peak, enjoying high attendance and an abundance of programs. As I walked through the various hallways, I noticed rooms where I’d had class or that housed a vibrant program in the decades prior, now being used as storage. Corridors that previously were packed with people going from one area of the church to another were completely dark. The success of this church was attributed to what many successful organizations are built on – a great and singular leader. The senior pastor had
been at the church for more than 30 years and had built it from a one-building institution with less than 50 members into a multi-building campus that spanned a city block and had thousands of members. During the 14 years I lived away, my mom would fill me in on the stories of the church, all revolving around the difficulties of that senior pastor retiring. The stories sounded all too familiar to what is happening in many AEC firms today – difficulty in transitioning from a founder or long-time leader. The church waited too late to prepare for the exit of this powerful pastor and, when the day arrived,
See CHAD CLINEHENS, page 4
THE ZWEIG LETTER July 9, 2018, ISSUE 1255
Made with FlippingBook Annual report