NAVIGATING A LEADERSHIP TRANSITION WITH CONFIDENCE When Mary Anthony, Founding Executive Director of the 1772 Foundation, decided to retire after more than two decades, she faced a challenge familiar to many small and midsized foundations: too much of the organization’s success depended on her. “We were doing a great job as a small to medium-sized foundation, but I was very aware that too much of the foundation’s existence rested with me,” says Anthony. “It felt lonely, isolating, and stressful to carry that load of doing right by the foundation, but knowing that the situation was not sustainable.”
Anthony turned to philanthropy advisor Kris Putnam-Walkerly, whose insights she had long followed. “She’s one of the few people out there who cuts through the fog and gets right to the point and is very clear about what funders need to think about and what they need to do,” Anthony recalls. Although not everyone on the board was initially sure about bringing in an external advisor, Anthony knew the risks of “going it alone.” “We didn’t know what we didn’t know,” she says. “That’s the power of executive transition coaching. It’s holistic and responsive to the unique situation at hand.”
SIMPLIFY THE COMPLEX Kris began by interviewing trustees and facilitating a Transition Planning Jumpstart Day with Anthony and the board chair. That single day produced a clear plan that made the process manageable. “Who knows better than the person doing the work what has to happen—where the gaps are, what needs to be addressed, and who’s going to do what?” Anthony says. With a straightforward roadmap in place, the foundation gained calm and confidence moving forward. “I had been so worried that I’d reach the breaking point and just leave,” she reflects. “Instead, it was an intensely cooperative process.”
The foundation also used the transition as an opportunity to strengthen internal systems and clarify the executive director role. “I used to think the only way I could properly train a new executive director was by overlapping for six months,” says Anthony. “But we discovered a more effective approach. We outsourced tasks that didn’t need to be handled by the executive director, streamlined systems, upgraded technology, and reduced the workload. This ensured the new leader wouldn’t have to manage multiple roles and could focus on the big responsibilities.” The board and staff emerged aligned, energized, and ready for the next chapter.
BUILDING THE FUTURE TOGETHER The foundation’s planning paid off when their ideal successor appeared earlier than expected. Instead of launching a national search, the board adapted and hired Ethiel Garlington, a respected leader in historic preservation. “As a board, we knew we needed someone who could continue to elevate the foundation’s impact,” says Board Chair Margaret Waldock. “By adjusting our transition timeline, we ensured the foundation would thrive under his leadership.”
Kris facilitated an onboarding session with Mary, Ethiel, and Margaret to establish priorities, clarify roles, and strengthen communication. “I can’t overstate how much I valued the foundation’s investment in my success,” shares Garlington. “The coaching was critical, especially having a philanthropy expert guide me through the nuances of the field.” For Mary, the results exceeded expectations. “We had all been imagining this executive transition with dread, and then Kris created a calm, thoughtful, practical path for us and gave us confidence so that we could look forward to the next steps. Now we’re not just relieved but truly thrilled with the new leadership. We’re in a good mood, happy, optimistic, and excited about the great things to come.”