In life and ministry we go through various kinds of leadership succession and role transitions. I want to offer some key principles, practices, perspectives, and preparations to effectively navigate our way through these changes.
Three Principles
One of the challenges of work, positions, or ministry roles is that they can easily become our identity. It can define us and become the measure of our worth. It makes any leadership succession and transition challenging. To prevent this, we should hold on to three key principles.
1. It’s Not About Us
We are involved in missio dei—God’s mission, not our own. Every job, role, position, and opportunity belongs to his mission. We are merely stewards of these responsibilities; they do not belong to us. It is about God and his kingdom, not about our roles, approval, or titles.
2. It’s Given to Us for a Season
The kingdom of God extends far beyond organisations, positions, and roles. These are simply platforms or opportunities entrusted to us for a particular season. So, leadership succession ought to be a natural next step in the long journey of fruitful labour.
We are involved in missio dei—God’s mission, not our own.
3. We are Expected to Be ‘F.A.T.’
God calls us to be Faithful, Available, and Teachable. At the same time, we need to be Flexible, Agile, and Transformable. We ought to hold our roles and positions loosely.
In his book The Mission of God, Chris Wright reminds us, “It is not about what I can do for God, but how I can be part of what God is doing in his world.”
Three Perspectives
1. We Are One Link in the Chain
We are part of a continuum, connected to those who came before us and those who will follow. Our role is to faithfully receive what has been handed down and pass it forward (2 Tim. 1:13-14).
2. None of Us Are Indispensable
While God has uniquely chosen us, his kingdom does not depend on any one individual. Our responsibility is to be faithful in our appointed time. We are neither saviours nor victims, so we should avoid falling into the Messiah/Martyr syndrome by clinging too tightly to our roles.
3. From Day One, We Must Prepare to Exit
Realistically, we should begin preparing for our departure the moment we step into a role. This means identifying and nurturing potential successors.
In ‘The Last Battle’—the final book of The Chronicles of Narnia—C.S. Lewis closes with this thought, “All their life in this world and all their adventures had only been the cover and the title page: now at last they were beginning Chapter One of the Great Story which no one on earth has read: which goes on forever: in which every chapter is better than the one before.”
It reminds us to take a long-term perspective on life and leadership transitions.
Three Practices
If these are the principles and perspectives, how should we function in our roles? Beyond simply getting things done, here are three key practices for transitioning well when the time comes
1. Plan Succession Early
Do not wait until the last minute or the final year. Always be on the lookout for individuals whom you can develop for the role.
2. Define the Required Qualities
Be clear on the skills, experience, and character traits needed for the role. That way, when the time comes, you will have already laid the groundwork for a smooth transition.
Our responsibility is to be faithful in our appointed time.
3. Create Opportunities to Mentor and Take Risks
Invest in potential successors by delegating responsibilities under supervision as early as possible. Be willing to take risks in leadership development.
Peter Drucker, the well-known leadership coach, once said, “People who do not take risks generally make about two big mistakes a year. People who take risks generally make about two big mistakes a year.”
This highlights the importance of taking calculated risks in leadership. Just as God took a risk on us, we must do the same for others.
In a 2024 article for McKinsey & Company, the authors view succession planning as leadership development, emphasising the need for organisations to become “leadership factories” that cultivate individuals to develop these key characteristics:
- Positive Energy & Personal Balance – Developing and protecting the mind, body, and spirit.
- Servant Leadership – Focusing on making the team and others successful.
- Continuous Learning & Humility – Leaders should not fear taking risks.
- Grit & Resilience – Remaining steadfast in the face of disruption.
- Levity – Using humour appropriately, even in serious situations.
- Stewardship – Seeing oneself as a temporary custodian of an organization or team.
Three Ways to Prepare
As you go through transition seasons, three preparations are important.
1. Prepare Yourself
Our hearts can be deceptive. Power, positions, and roles can control us and become our source of identity and security. Guard your heart and be prepared to let go when the time comes.
2. Prepare Those Around You
Listen to your team, though you may not always follow their suggestions. Teams often resist transitions because they value stability. However, your responsibility is to be faithful to your calling, even when it requires stepping away.
Guard your heart and be prepared to let go when the time comes.
3. Prepare Your Successor
If you have identified the next leader, equip them well. Establish open, transparent, and effective processes for a seamless handover.
In his article on transition, David Lancefield identifies four common traps leaders fall into during transitions.
- The Lingering Trap: Struggling to step away. A helpful reminder: “Give up and come in; Give up and go on.”
- The Adrenaline Trap: Seeking validation through constant activity and success. An advice to remember: “Transition slowly, take time to reflect, and settle into the role well.”
- The Judgment Trap: Relying too much on past experiences rather than adapting. Some guidance to follow: “Manage change with continuity. Do not hover over or hold on to the past.”
- The Dogma Trap: Imposing rigid structures that may not fit a new context. Some encouragement to embrace: “Keep on learning and growing.”
After the Transition
Do not transition out of restlessness but in the “fullness of time,” not because you seek change but because it is time to move forward.
After moving on, live with “Attached Detachment”. Stay committed to the vision but detached from the role itself. Guard against “separation anxiety” that can affect your personal journey.
To live this way, consider Jesus, who modelled it perfectly. In 3 and half years, he handed over ministry to 11 of his disciples. From day one, he spent time with them intentionally teaching, training, and taking risks with them so that when the time comes, they can take the ministry forward, in the power of the Holy Spirit (Matt. 16:18-19, John 20:21-22).
So as you prepare to transition, pray, seek wisdom, and draw strength from God and your community of friends and family—following the model of our Master (Acts 1:8).
