The do’s and don’ts of the presidential transition period 

The news is out: Your college president is leaving.

A pending presidential departure can throw an institution into turmoil. Strategic priorities and projects may be subject to reevaluation, key personnel decisions are often put on pause and fundraising events postponed.

In addition, presidential transitions come with a range of decisions that require thoughtful consideration: Should we hire an interim president? Who gets to serve on the search committee?

How will key stakeholders—donors, alumni, parents, civic leaders and community members —be kept apprised? Perhaps most importantly, what qualities, skills and experiences do we need in a future leader?

Every pending presidential vacancy is fraught with opportunity and risk.  If managed well, the transition period between presidents can be highly productive, setting the stage for new leadership and institutional growth.

If managed poorly, it could result in a lack of confidence in the presidential search process, a potential misfire in the hiring process and a loss of institutional momentum. Here are our top three recommended do’s and don’ts for the presidential transition period.

Do’s: How to strengthen your appeal

1. Reaffirm the institution’s core mission and values, recognizing that the whole is greater than the sum of its parts. Looking back at the history of your institution—especially during presidential transition periods—will be a timely reminder that the work of the institution transcends any one president. For everyone in the campus community,  continuing to do good work on behalf of the college helps to ensure stability and productivity during the transition period.
2. Resist the urge to fast-track the search process. Board members are often tempted to expedite decisions about the composition of the search committee, the interview timeline and other search-related matters. Taking time to involve stakeholders in the process, however, will garner greater community buy-in and could provide useful insights to help inform these all-important decisions. In cases where the new president is likely to bring about a culture change—perhaps due to the prior president being fired or having served in the role for a long period of time—being thoughtful about what the university needs most in a new president is essential. Moving too fast could result in a mis-hire, to the detriment of the candidate and the college.
3. Retain top talent. The caliber of the faculty and staff working at a college or university can make or break its reputation and its capacity to generate revenue. Be sure your strong performers know their contributions will continue to be valued regardless of who occupies the corner office. That means conveying confidence in the future of the institution and emphasizing the opportunities for professional growth that new leadership will bring. Sidenote: Headhunters are often on the prowl for institutions in flux, knowing that top talent may be more likely to jump ship when there is a pending change in leadership at their current place of employment.

Don’ts: Pitfalls to avoid during transitions

1. Institutional paralysis. It’s tempting to put everything on hold until a new president is hired. Failing to make time-sensitive decisions could cause you to lose traction just when the institution needs to show progress. The rest of the world will keep moving and, in this unforgiving environment, the college may not be able to catch up. As importantly, new presidents are eager to focus their time and energy on future endeavours. Being saddled with a backlog of issues that could have been addressed before they took office will make it harder for them to move the institution forward.
2. Communications vacuum. Keeping campus stakeholders informed and engaged is mission-critical. There is too much at stake to let unofficial sources run rampant with speculation or false narratives. Proactive messaging about the search process, coupled with ongoing dialogue with community members, will provide reassurance and, ideally, a sense of trust and transparency. Use this institutional inflection point to engage students, alumni, donors, parents and faculty in authentic communications around the college’s current work and future potential – ideally helping to attract top candidates to the presidential role.
3. An impromptu interim presidency. Despite all good intentions on the part of the institution and the person hired, the presidency fails within the first year or two. These failed presidencies are often a function of false expectations on the part of the college, the candidate or both. In other cases, insurmountable internal or external challenges make it difficult for the new president to govern effectively. Dissent between the faculty and the administration over the hiring decision can be a complicating factor and, if left unresolved, may lead to even greater mistrust and discontent.  Whatever the cause, the college is now compelled to reboot the presidential hiring process after having lost valuable time and resources.

Daunting as a presidential departure may seem, it presents a unique opportunity for institutional reflection and renewal. It’s a moment for leadership to engage the community in meaningful dialogue about the college’s mission, identity and aspirations.

By inviting honest conversations about what’s working—and what isn’t—colleges can shape a collective vision for the future and identify the leadership qualities that will best support that vision.

Handled with care and intention, a presidential transition can do more than fill a vacancy—it can galvanize the institution, reaffirm shared values and lay the groundwork for lasting progress.

The bottom line: managing the transition period well is essential to attracting strong candidates, making a successful hire, and ensuring the new president brings fresh energy, clarity of purpose, and momentum for the road ahead.