The Glass Cliff, the Kitchen Remodel, and the Case for Slowing Down

​This past year, I got to participate in an extension of my Pahara Fellowship that was designed to deepen practices focused on personal identity and racial justice in the education sector, and included a chance to dive in on a case study exploring the “glass cliff.”  For those unfamiliar with the term, the glass cliff refers to a phenomenon in which women and people of color (and particularly women of color) are promoted into leadership roles during moments of organizational crisis or instability, often without the structures and support they need to succeed.  I was drawn to this case because so much of my consulting and interim leadership work these days lives in that same territory: the in-between moments of succession and transition, when systems are shifting, identities are evolving, and everyone is figuring out what comes next.

Our group was multi-racial, and many participants (including me) had first-hand experience with transitions - some as outgoing leaders, some as those stepping into new roles, and others as colleagues navigating the ripples of institutional change. The conversations were rich, challenging, and deeply human.  The experience wrapped up last week and I wanted to share a few key takeaways that really stood out for me.

1. Slow Down.
The nonprofit sector is famous for its sense of urgency - an adrenaline-fueled conviction that everything must happen yesterday. But in the context of leadership transition, that urgency can do real harm. Rushing through a handoff almost guarantees that the deeper work of reflection won’t happen.

An interim executive director can offer a designed pause, an intentional moment to steady the organization, clarify roles, and prepare for what’s next. This is especially important in founder transitions or when the leadership shift also represents a shift in identity, such as moving from a white leader to a leader of color.

2. Expect the Remodel.
A major transition can be a bit like doing a kitchen remodel: once you start pulling out the cabinets, you discover the dry rot. Issues that were hidden suddenly come into view.  Addressing every problem before the new leader arrives may not be possible, but boards have a responsibility to see what’s there, and to be honest about it. Transparency is both the respectful thing to do and the path most likely to lead to good outcomes. Pretending everything is fine only sets everyone up for disappointment later.

3. Boards Must Lead with Intention.
A board’s role in an executive transition is perhaps its single most important responsibility. This is the moment when governance and culture intersect most visibly. If a board has especially strong ties to the departing leader, it’s worth naming that attachment and creating clear space for the incoming leader to lead. That might mean adjusting communication patterns, shifting committee structures, or simply recognizing that loyalty to the past can unintentionally limit the future. Leadership transitions are tests of an organization’s ability to act intentionally and of a board’s capacity to hold that intention steady.

4. Relationships Need Redesign Too.
Leadership transitions aren’t just about people and positions; they’re about relationships. Funders, partners, and staff all experience change when a new leader arrives. Thoughtful communication and intentional handoffs matter. When boards and outgoing leaders design opportunities for new leaders to assume these relationships publicly and with support, they strengthen both confidence and continuity. When they don’t, isolation sets in fast.

5. Onboarding is Culture Work.
Onboarding is real work. It takes time, attention, and care. Too often, organizations treat onboarding as a checklist rather than a process of relationship-building and cultural integration. Done well, onboarding is an act of care, signaling that the organization values the leader’s success and is committed to learning alongside them. It’s also a mirror: how a team welcomes new leadership says everything about its culture.

6. Build Your Own Kitchen Cabinet.
Finally, being offered a leadership role can be both exhilarating and humbling. But in moments when you most need confidence, humility isn’t always your best strategy. For leaders stepping into high-stakes transitions - especially people of color entering situations that may carry elements of the glass cliff - building a personal kitchen cabinet can be invaluable. This group of trusted advisors, beholden only to you, can help navigate the negotiating, onboarding, and early decision-making phases of a new role. Their job isn’t to tell you what the board wants or what the staff expects - it’s to remind you who you are, what you stand for, and what you need to thrive.

Closing Reflection
The glass cliff isn’t inevitable. With care, pacing, and awareness, leadership transitions can become moments of growth and renewal rather than risk. They can be spaces where we learn to tell the truth about what’s broken, to slow down long enough to repair, and to create the conditions where new leaders can genuinely succeed. Transitions, at their best, are futures work:  the rehearsal for the next version of who we’re becoming.

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