Leaders who criticize their predecessors, whether overtly or subtly, often reveal more about their own character than the person they are disparaging. This behavior is a common yet unfortunate occurrence in leadership. You have likely witnessed it: a new leader arrives and immediately begins to speak poorly of the past to justify a new direction. Whether driven by a desire for quick support or deep-seated insecurity, this negative rhetoric highlights the new leader’s internal disposition.
Conversely, effective leaders choose to honor what was virtuous in their predecessors. While the ability to do this varies by context, speaking well of former leadership demonstrates humility and grace. In my own experience, honoring my predecessor is easy due to their decades of faithful, high-integrity ministry. While I recognize that not every situation is as seamless, how you choose to address those who came before you says a great deal about your values. Understanding honoring predecessors during leadership transition is essential for long-term success.
1. How You Speak of Your Predecessor Says a Lot About How You View Yourself.
Insecurity often lies beneath the surface of a leader who bashes the past. Such individuals may wrongly believe that diminishing their predecessor is the only way to garner favor or establish authority. On the other hand, a leader who respects the previous era shows they realize the mission is larger than any single individual. For those navigating these changes, seeking practical guidance for pastoral succession can provide the necessary perspective to lead with integrity.
2. How You Speak of Your Predecessor Says a Lot About How You View the Season.
A leader who speaks poorly of the predecessor sends the signal that “I am here to save the day,” as if all the work done previously was ineffective and meaningless. Ironically, a new leader who bashes the past saddles himself with a heavy weight of expectations. He better deliver, and fast. The leader who honors the past reveals that he/she rightly sees his/her role as one part of the overarching story and not the entire story.
3. How You Speak of Your Predecessor Says a Lot About Your View of Leadership.
Wise leaders understand that every leadership role is temporary. We are stewards, not owners. Thus to destroy the past is to act as if you are the owner, not the steward for a season.
4. How You Speak of Your Predecessor Says a Lot About How You View the People.
Leaders who speak well of previous leaders show they care for those who were impacted by those leaders. They are grateful for the impact of the previous leaders, in part, because they love the people who were served by the previous leaders. Leaders who speak poorly of previous leaders diminish the role they played in the lives of others. And show they don’t really care for the people, as much as they care for themselves.
But isn’t there a counter view, Eric?
Yes, there is. Here is the counter view. One may argue, “Isn’t it important to establish dissatisfaction with how things are before implementing new vision or direction?” It is common leadership counsel, and it is wise. But leaders can create some dissatisfaction with the status quo while still affirming the past and building upon values from the past.
In fact, new direction is much more likely to gain traction when it is connected to affirmable values from the past. And if there is absolutely nothing you want to affirm and build on from the past, you likely took the wrong job! Because the culture you have designed in your mind is some other organization and not the reality of the people you have signed up to lead and serve.
This article originally appeared on EricGeiger.com and is reposted here by permission.