Test how ready your organization really is for a planned leadership change, so a comfortable assumption or a fearful one does not hide the truth.
After the scored diagnostic, before you write your priority plan. The scenario: the current leader announces a planned departure, two years out. Walk it forward, with the board chair answering the same questions separately.
| Question | Your honest answer | Board chair's answer |
|---|---|---|
| Would the organization be ready, shaky, or in real trouble? | ||
| Is there someone who could lead, or be ready in time? | ||
| Would the key relationships survive the change? | ||
| Could the team function well even now if the leader were out for a month? |
Before you build a leadership future, the present has to be solid.
Where your honest answer, or the board chair's, is worse than the diagnostic suggested, trust the worse answer. If the foundation check shows the present is not solid, roles unclear, the leader the bottleneck now, add the present-tense leadership work as a first move before the pipeline, because you cannot build a leadership future on an unstable present. Feeds the Leadership Pipeline Priority Plan.
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