We interviewed and surveyed many different people who were involved in a leadership transition. Most of this resulting toolkit was developed to provide concrete tools to helpt perform administrative tasks. We also heard many lessons learned related to style, process and relationships. The lessons below reflect several major themes shared by people who have the benefit of hindsight and reflection.
Vilifying or deifying previous leaders
Harm Reduction is about resistance, activism building power among affected people, and recognizing the dignity of people who use drugs, do sex work and are affected by the War on Drugs. Thus some people who do this work are bold and creative in their advocacy for their programs, staff and participants. This can instill deep love and affection for a leader or, likewise, frustration and scorn for their methods and/or personality archetype. The result can be elevating a previous leader to an unchallengeable status where organizational memory is they could do no wrong or in dismissing the previous leader’s successes and the creation of a narrative that they produced only disappointment and missed opportunities.
Harm Reduction leaders – like all complicated freedom fighters – are always a mixture of the two extremes. To adopt a wholly positive or negative historical narrative, sets up a new leader for failure. If the previous leader is viewed as only excellent, then it becomes impossible for a new leader to measure up, and the potential for a cult of personality to develop becomes worrisome. Similarly, if the previous leader is viewed as only terrible, a new leader may fear that there is no room for error or differing perspectives. If people seem to be falling into deifying or vilifying of leaders, then it’s important to create opportunities to develop a more balanced historical narrative.
Trying to change culture too fast or not at all
There is always room for improvement in Harm Reduction organizations. At the same time, every organization’s culture contains precious elements that should be protected at all costs. A survey of harm reduction workers found that communication is extremely important in helping staff to understand a new leader and confirm that the leader’s mission and ethics are consistent with that of the organization. Once that has been confirmed, culture shifts encounter less resistance. A change in leadership will inevitably produce some amount of culture change. This is a good thing! However, the extent to which it is successful and becomes a net positive for an agency depends on balance, communication, and steering clear of going too fast and too far in attempting to eliminate the culture change components of a leadership transition.
