How To Prepare Ahead for a Generational Succession
The nature of leadership change is generally more challenging for everyone involved than many may initially realize. The current leader may face a significant loss in their identity and purpose….as well as their community. The succeeding pastor is often trapped between the need to make valuable changes and the potential for any changes to be resented. The community of lives face a change in a significant attachment to a figure and voice that has known them… and of entering a season of changes that are often uncomfortable.
Such a process requires an investment of time, thought, and a team process. What follows is a set of some of the core questions to consider and some responses that may be valuable.
Some of the Common Issues /Questions…
Is the church in a state that can be reasonably served by a generational transition…or is this a time to consider preparing for other options?
The first question to consider involves an honest assessment of the state of the church. A pastor of many year’s may begin to consider their own retirement… and initially be drawn to the idea of a succession… but if they are able to honestly look at the state and stage of the church…they may realize it is probably better served by considering other options.
Could it be time for concluding the church? Many churches may have simply declined due to various changes…and they represent a faithful group of lives for whom it would actually be better served by preparing for a positive conclusion. Such a process focuses on celebrating the fruit that has been sown through the years and helping lives transition to new types of connection.
Could the church serve it’s legacy best by investing in a “replant”? Some declining churches, particularly if they have assets such as a facility, may find that they serve the legacy of the church best by investing these into a new group who will “replant” them into a new work. Rather than expecting a new leader to simply lead the current condition of the church’s life, a group may understand that their history and assets are best honored by investing in something fresh and free from the past.
Every leader and Board will need their own means to discern if they have a solid basis for a successful succession. My personal conviction was that for a truly functional generational succession, I needed to embrace the responsibility for leading and leaving that which included three things:
· To have a reasonable degree of spiritual vitality (i.e. new lives coming to explore and coming to Christ, engagement in spiritual growth through groups and more; engagement in serving Jesus in serving the needs of the community, etc.)
· To have a group of young adults engaged as leaders and emerging leaders.
· To be financially sustainable. (i.e. some substantial savings and no debt)
What is the difference between simply retiring…and a generational succession?
“Retirement” in itself generally reflects that a leader is simply deciding to end their working role… whereas a “succession” is about a planned transition….and a “generational succession” further defines what that transition will involve. I began my process at the age of 61… competed it at the age of 64. I chose to put forward that I was not simply in need of retiring…but rather I believed the church would be served by a generational succession… a transition to someone who could represent a notably younger generation as well as bring different strengths. I believed that anyone within 10 to 12 years of my age would reflect something more akin to retirement….and leave the church with a similar need to consider another transition within a decade. In seeking a generational succession, I set forth to identify someone between the age of 32 to 45 years old…but with enough proven experience to trust their leadership. That combination of younger age with “proven experience” does prove to be rare and many may be served by extending that age even while seeking as much of a generational shift as they responsibly can.
What are the differences between identifying a successor from within or outside the current church team?
Choosing a successor from within or outside the congregation are both common. Each bring different dynamics and needs to address. It is generally best to consider the potential for a successor from within the church and resolve such considerations before turning outside the congregation…because if there are any expectations within a member of staff…. or in the hearts of congregants for a member of staff… that decisions should be settled and clearly communicated to avoid becoming a source of competition or division. If choosing someone from within the congregation, they may provide for an easier transition, but also provide less vital change. If choosing someone from outside the congregation, the dynamics may naturally be that they will elicit more reaction and loss from current members, but may have more potential to make valuable changes. Choosing someone from outside the congregation also raises a greater need to engage issues of their commitment to the church’s core associations, theology, positions, and values.
When should you begin a succession process?
Preparing for a good succession process is best served by starting well ahead. Five years ahead is a good time for a Senior / Lead Pastor to begin exploring such a process with the church Board. It is best to be in a more active process two to three years beforehand…particularly if identifying a successor could lead to a search from outside the current church.
All of this process is best served as something in the background of the church life… not secretive… but not something affecting the minds and hearts of the congregation until the final stages. It simply does not serve a church’s ministry well to become focused on a change that has not yet become clear or concrete.
Who should be involved in forming a succession process?
The church Board (or Elders) should be involved at the very start of presenting the idea and developing an overall process. Depending on the nature of a church’s governing structure, the process should begin with those most qualified to establish the requirements, process, and financial budgeting.
In most cases, the assessment of potential candidates may be served by a slightly larger “Succession Team” who are invited to interview and assess candidates. It can be helpful to provide them with pastoral perspective on the need for such succession…as well as the qualities required. Candidates can then meet with the whole team for formal discussion along with informal time over a meal of coffee. (Because our team was large, we chose to clarify that they would all be asked to provide input, but the Board would remain the final authority in voting. This not only reflected our bylaws, but overcame the significance of having a large team that would likely have differing responses to any one candidate.)
How can we prepare for the financial needs involved with a succession?
Take the needs for both the outgoing pastor and incoming pastor seriously. Generally, the transition will not simply be a single moment of ending one individual’s compensation to begin another’s. There are several potential financial needs that should be considered:
· Most transitions involve six months to two years of overlap, in which both the current Lead Pastor and Succeeding Pastor are working together.
· Most successions will desire to extend a significant level of financial severance gift to the current pastor upon their conclusion.
· It is not uncommon for the current Lead Pastor to have been paid less than what an incoming pastor will deem needed, often because the current pastor has owned a home in the community long term or had other benefits such as a spouses work, which the incoming pastor may not have. As such, the church may need to consider a higher level of compensation for the incoming succeeding pastor.
· There may be secondary staff for which this transition leads to concluding their role for different reasons, and the church may want to prepare for some severance gifts for them as well.
As these needs may be beyond the church’s current savings to provide for, it may be fitting to seek a special giving project to cover this process. This could also be a more direct appeal to a select group who may have both the extra means and interest in investing in the long term success of the church.
What are the most common challenges arising in pastoral successions?
Succession have been found to be more difficult than expected…and there are several elements which are essential in preparing for a healthy process. Below are simply a few initial needs to consider.
· Mutual respect and regard between the current outgoing pastor and succeeding incoming pastor.
· Outgoing pastor preparing for the changes in identity that comes with concluding their formal role.
· If the outgoing pastor is married, it will be valuable to consider their potential challenges and losses.
· Expectations need to be made explicit for the whole process including when authority transitions, any further involvement by the outgoing pastor, communication with congregants who may speak critically of either pastor, how potential staff transitions will be managed, and how any change in the make up of the Board will be managed.
When a current leader has served for many years, their specific methods and preferences become embedded in the church's DNA, making it difficult for the successor to introduce fresh ideas. It is valuable for the outgoing pastor to help people see appropriate changes as fitting. As the outgoing pastor, these were some commitments I sought for myself:
· Dial people in - Prepare people for change…speak to it… normalize it…help recognize value in it.
· Defend reasonable elements of change which some may question or resent.
· Distance – After the succession is complete, maintain enough distance to create freedom for the new leader by limiting the effects of your shadow.
· Directness with successor in any steps taken that you may have significant conflict with.
· Dedicate yourself to praying for God’s will and mission to be fulfilled.
Valuable Perspective From William Bridges On Transitions…
"Change is an event, but a transition is the process that you go through in response to the change." - William Bridges
Change vs. Transition
Bridges famously emphasized that these two concepts are fundamentally different:
· Change is external and situational. It is the actual event or new circumstance—such as a company reorganization, a relocation, a new technology roll-out, or a marriage. It happens at a specific point in time and can occur very quickly.
· Transition is internal and psychological. It is the slow, human process of coming to terms with the new situation, letting go of the old way of doing things, and reorienting yourself.
The Three Stages of Transition
While an external change can happen instantly, the internal transition always follows three distinct psychological phases:
1. Ending, Losing, and Letting Go: Every transition begins with an ending. Before people can embrace something new, they must process the emotional loss of the old rules, routines, and identity.
2. The Neutral Zone: The uncomfortable, chaotic "in-between" state where the old way is gone, but the new reality isn't fully operational yet. This is a time of confusion and low productivity, but it is also a fertile ground for creativity and innovation.
3. The New Beginning: The final stage where individuals fully accept the new reality, develop fresh identities, and move forward with renewed energy and purpose.
More about Bridges model at: https://wmbridges.com/about/what-is-transition/
Some further resources:
Westside Vineyard’s Process for Succession Candidates from Outside Current Staff - https://elk-chimes-zepb.squarespace.com/westside-vineyards-process-for-succession-candidates-from-outside-current-staff - This provides all the info that we used and you could adapt in a similar process.
Vineyard podcasts – Four part series on Succession that provides insights across five different successions
Pastoral Succession Part 1: Matt Massey and Vineyard Cincinnati Church - https://vineyardusa.org/podcast/pastoral-succession-part-1-matt-massey-and-vineyard-cincinnati-church/
Pastoral Succession Part 2: Pearland Vineyard with Alan Allen and Kurt Attaway - https://vineyardusa.org/podcast/pastoral-succession-part-2-pearland-vineyard-with-alan-allen-and-kurt-attaway/
Pastoral Succession Part 3: Branches Vineyard with Amanda Clark - https://vineyardusa.org/podcast/pastoral-succession-part-3-branches-vineyard-with-amanda-clark/
Pastoral Succession Part 4: Pathway Vineyard with Phil Strout and Allen Austin - https://vineyardusa.org/podcast/pastoral-succession-part-3-pathway-vineyard-with-phil-strout-and-allen-austin/
Managing Transitions, 25th anniversary edition: Making the Most of Change – January 10, 2017 by William Bridges
Succession: The Things You Need to Know but Others Won’t Tell You - January 1, 2026, Jerry Harris
Next: Pastoral Succession That Work by William Vanderbloemen (founder of the Vanderbloemen Search Group) and Warren Bird (researcher and writer). Originally published in 2014, with updated and expanded editions released later). Key Premise: Every pastor is essentially an interim pastor, and leadership handoffs often drop the ball if a proactive process isn't in place.
Succession Crisis And Why It’s Already Bad By Carey Nieuwhof - https://careynieuwhof.com/the-looming-pastoral-succession-crisis-and-why-its-already-bad/
James Emery White is a great source on church and leadership… through his writing and podcast. Those serving on a Succession Team, may find these valuable:
The Five "Cs" for Picking Staff and Volunteer Leaders - https://www.churchandculture.org/blog/2014/3/10/the-five-cs-for-picking-staff-and-volunteer-leaders
The Biblical Model of Leadership - https://www.churchandculture.org/blog/2020/2/6/the-biblical-model-of-leadership
The Shepherd-Rancher Divide - https://www.churchandculture.org/blog/2019/7/1/the-shepherd-rancher-divide