It is an interesting experience thinking through succession when it’s your own business, something you’ve nurtured and created for – let me think – 41 years.
Bloody hell, that long? Yup. 4 decades plus a little bit.
Succession planning should be proactive – indeed, strategic. Incumbent leaders should identify potential successors early on. Those people need mentoring, training and development opportunities, be supported to take on additional responsibilities as time passes. Who they are and the path they’re on need to be apparent to others, their intentions need to fit with an organisation’s long term ambition.
It’s a lot of ‘shoulds’ and ‘need-tos’ and long experience has taught me that few do this well. Succession often happens in a hurry, with urgent need dictating who, what, when and how it occurs. Even in large organisations, with well thought through succession plans, I’ve seen it go awry.
I have known Zoe Dattner for a long time. Indeed, for as long as it is possible to know her. I’ve watched her grow into the woman she is today and have shared some of her journey. She’s had the innovative entrepreneurial spirit to create, enable, elevate and then close a well-known Australian literary publishing initiative, Sleepers Publishing. She’s had the courage to take on a major role with a renowned digital news media organisation and to step progressively into more senior executive roles where she was respected and loved for her contribution and leadership. She’s had the experience of navigating great change, both personal and professional, holding her head high and her will and skill to do good in the world unblemished.
Zoe came to DG to explore. We had known for a number of years that we wanted to work together but we weren’t sure how this would play out. When she joined DG (ostensibly only for a few months, to learn what we do and how), we had not articulated where we are today. She came into the business curious and open, willing to contribute on multiple fronts.
She quickly came to be respected and cared for because of her openness, humour and intelligence.
About two years ago we started the conversation about taking over as CEO. Our executive team, Michelle Foster and Michelle Crouch, (both partners) along with Sofia Munday are all thoughtful, capable women who were open to exploring the possibility of Zoe’s expanded contribution. Doubtless there was some trepidation (‘not another Dattner!’) and a question over what would best serve our business, but we all worked through this until we reached a place where the transition started to make sense.
Zoe’s skills and approach fitted with our purpose and values, a critical alignment that was confirmed over many months of working together. Her contribution to our strategy was tested by her guidance and teamwork on developing and then executing on our ambitions. In keeping with our body of expertise, she started to acquire accreditations in the diagnostics we use. She had the opportunity to coach and in turn facilitate. Her value was not assessed in a series of interviews; it was validated in the day-to-day operations of our work.
At each turn she and the business flourished.
In partnership with DG Marketing Manager, Sarah Green, and the ELT, Zoe led an approach to campaigning in the council sector and to increasing our visibility as leadership activists, providing loving and generous support to leaders and organisations in many contexts. In this, as in all other ways, she contributed wisely and collaboratively.
Not surprisingly, over time, she became the CEO (seamlessly) that DG wanted and needed. Passing the baton to her, with no fumbling, became a joy.
Doubtless there will be a lot of accelerated learning for all of us at this time and that’s as it should be. Importantly, we have done what conventional wisdom says to do for a successful transition, and we are proud of this.
For me, I have not left nor stopped the work I am passionate about.
I will write and speak on the narrative of leadership and the critical importance of rising up to the challenges of the times we live in. I will support and mentor our team as and where they need my help. I will continue to work and build opportunities with organisations wanting transformational outcomes and I will most definitely continue to advocate for women at the leadership table.
For me, transition as a CEO does not have to mean exiting from the story. It does mean letting go of the constant choreography a business needs and I am eternally grateful that Zoe is willing and able to take this on.
I suspect she is a far better CEO already than I could ever be.
And I am free to be the leadership activist that I choose to be.
Pretty good transition really.
