“All change, all change,” as the electronic guard on a Tube train barks – always a tad too loudly – when the vehicle is about to head back to the depot for a night’s rest. The passengers get the message: everybody out – time for this thing to get cleaned up and then roll back on the tracks the next morning as good as new. And much the same can be said for the sentiments behind leadership transition within a private or public entity.
As a concept, transition conveys a sense of refreshment – the notion that what may have become a little stale, old or unworkable is about to receive, in the words of any popular TV medical drama, “10CCs of adrenalin and a crash cart”. In other words, a new lease of life – or perhaps even a new reason to live. Scenarios where the potential impacts of leadership transition will be uppermost in the minds of an organisation’s senior staff will be: