Close to Home
A book feels like I have an old friend in my hands. I like the texture, the ability to turn a corner of a page to mark my spot and writing some notes in the margins. Yes, Dr. Jason, I still like to write in my books. Consequently, I was not excited about reading this week knowing that it was going to be on my iPad. However, I was surprised when I was immediately drawn into the quiet and almost peaceful experience of reading Illuminaire: Bringing life & light to leaders across the world, compiled and co-authored by Dr. Karise Hutchinson a professor of leadership in Northern Ireland. The actual articles were insightful, and the mapping clear. Her purpose for this book was to give leaders a resource using research data, applying the wisdom of proven leaders, and listening to stories to build a solid foundation for leadership[1]. Even before reading more deeply, my inspectional read highlighted that this book modeled something that I think is an important quality in leadership: seeking different voices to get the most well-rounded, knowledgeable input on the different aspects of leadership.
In this post I will touch on some of the qualities that were addresses in the book. However, I also will explore the connection that this selection has with my current leadership context. One of the first treasures was the discussion on the Power of Influence. According to Hutchinson, people in leadership need to pay attention to three realities:
- Leadership is physically, mentally, and emotionally demanding. I would also add spiritually demanding. Throughout any leadership tenure, the leader must have strength of character to make tough decisions and still remain true to personal core values.
- A leader must continue to grow as a person and a leader. If and how a leader grows may impact if the person experiences positive or negative growth. Essentially, leaders need to develop healthy practices along the way.
- Leaders can be defined by the fruit of their life and those around them[2].
Leaders have a choice. They can lead by coercion, requiring everyone to carry out their directives or by empowering their employees. The first breeds fear, discontent and high turnover. It also diminishes the value of expertise that team members can bring to the organization. Empowering employees gives them a stake in the outcome, so they are vested, tend to be more enthusiastic, and content with their positions[3].
This book seemed as though the authors were speaking directly to me in the season of my life and career. Last week I spoke to my board President and Vice President to share with them my intent to retire by the end of December 2025. I have known for a while that this decision was coming like a freight train steaming down the tracks, yet to actually vocalize it made it real. The chapter on transition read as a confirmation of the work that has begun and needs to happen over the next eleven months. Already, I am seeing the need to be intentional about the process of transition. I particularly like the steps of transition that Hutchinson describes. These include:
- Saying goodbye. Just telling my leadership team that I will retire has them worried. Will the next leader care for the people in our programs? What will this look like for my position? Will the next leader care about the senior staff team? Do I want this position? All of these questions and more start percolating among them. What is going on is that people are starting to realize that it is highly possible that the next CEO will do things differently. It will be a change and change always is joined by loss[4]. I am recognizing how important it is for me to listen carefully to my current team, assure them their fears are natural and that we have time to plan to transition well. There is another piece of this first step. Transition carries loss that will be experienced by both the leader making the move and those impacted by it within the organization. This too must be addressed with grace for all involved.
- The neutral zone. This is the in-between time which the author called the seedbed for new beginnings[5]. It gives everyone time to imagine what a new future could look like.
- Moving forward and reaching the new beginnings. Navigating change well will allow an organization transition well.
A question I am asking each person within a few days of sharing this news is, what do you need to prepare for this change? Is there anything I can do for you or put in place for you. I think acknowledging their concerns and even fears, gives them confidence to experience them and process what they need to move forward as well.
As I look at retirement I also recognize the lost that I will experience after working for this organization for 25 years. For years I have whimsically said, I started at Angelwood on Valentine’s Day and it stole my heart. It is so true. Just as with my employees, the future is uncertain yet for me it is different. As I read John Chapter 16, there is a section where Jesus is talking to his disciples about his departure. He acknowledges that they will be sad but also encourages them that in leaving, it opens the door for the Holy Spirit to enter. I like to think that beyond the truth of Jesus’ death, resurrection and ascension, Jesus was again living out an example of transition. To tell his close followers what is going to happen, acknowledge that it will be sad but then give hope for what is still ahead. I pray I will follow Jesus’ lead with compassion, transparency and hope.
[1] Karise Hutchinson, Illuminaire: Bringing Life & Light to Leaders across the World (Northern Ireland, Illuminaire Press, 2023), p 14.
Hutchinson, “Unlearning Leadership by Karise Hutchinson”, TEDxStormont 10:06 March 2023, Accessed 1/28/2025. Youtube.com/watch?v=H9zQbO8yU-Q
[2] Hutchinson, p 11.
[3] Hutchinson, p 15.
[4] Illuminaire Press p. 87
[5] Hutchinson, p.88.
About the Author
Diane Tuttle
12 responses to “Close to Home”
Leave a Reply
You must be logged in to post a comment.
Diane,
First of all, a job well done. You have given a long time to this career and congratulations on deciding to retire so that you can retire and then be Dr. Tuttle! You have lots of experience and it seems that you are caring for your people well by intentionally preparing them. What does Dr. Tuttle hope to do in her retirement?
God willing, One area I would like to consider is consultiing with other non-profits in the area in the area of building skills and confidence with emerging leaders. For several years I did a bit of executive coaching but I think helping young professional work intentionally to make their dreams a reality could be fun. How about you, when you are Dr. Cheney? Would you anticipate a change in your work setting?
Diane,
It is scary having that conversation about stepping down and moving into your next adventure. Once you voice it, reality sets in. Thank you for giving them adequate time to find the next leader. I hope they will be as passionate as you are about the population you serve.
As you look to retire what do you feel you will miss the most and what will you miss the least?
Hi Jeff, those are both very important questions. I will miss the everyday interactions and relationships with senior staff and others who work in the building. We talk about our work family and as such it is a kind of family in many ways. What I will miss least is the need to raise $$ but interally I do think that releasing the weight of responsibility will be a relief to my body.
Hi Diane, We haven’t known each other long, but since meeting you, I have greatly admired your commitment to transitioning well. I thought about focusing on transition this week, but my thoughts took me down another path. However, I believe many leaders are too afraid to transition from a position even though they know it is time. Your insights and experience will help leaders find the courage to transition. What have been some of the things you have wrestled with as you decided to retire in December 2025?
Hi Elysse, There are two things that come to mind quickly. The first is that we need to raise enough $$ so that someone doesn’t think it is would be too difficult to do the job and not apply. Our fund raising goal is over $1Million/yr. The other piece is continually questioning myself if I am doing transition the “right” way so that it will be a smooth and successful as possible hand off to the next person. Statistics say that as many as 50% of transitions don’t succeed. I would hate for that to happen to the people we serve and all the employees who depend on jobs for their families. Thanks for asking.
HI Diane. I love how you weaved together your retirement and bringing Jesus’ departure into the mix.
My question is given your present circumstances, how can leaders ensure that both they and their teams are emotionally and strategically prepared for an impending transition?
Hi Daren, Thanks for the question. For my current team, I can listen to their concerns, answer their questions and offer resources as the needs arise. For me, it is a matter of being sure I take care of my internal self, listening to my heart, mind, and body throughout this process.
Hi Diane,
I am basing my question on your potential transition. How can leaders effectively support their teams through the emotional and psychological impacts of a leadership transition, ensuring both the outgoing and incoming leaders, as well as the team members, navigate the change with grace and confidence?
Hi Shela, That is a good question and one in which whole books have been devoted to answering. My short answer is to be open, honest and transparent with all parties. That is very simplistic but I think a good starting point.
Hi Diane, it is a big decision to retire. I pray that you and your staff will be able to transition well.
What obstacles do you foresee your staff facing in the neutral zone and how would you like to help them transition?
Hi Christy, Thanks for reading the post. I think the peace that I experience with this decision can be transferred in some ways to the people who work for me. We laugh together when they say, “well, we thought you would work to 105 until We want to retire.” We can laugh together about that. In reality, I try to listen to their concerns and respond with humilty and kindness. (sometimes easier said than done.)