This second article addresses steps five to seven, which happen after the top executive has decided to leave.
Content Type: Deep Dive
Succession planning begins with the end in mind. The leader’s leaving is not the end; in fact, it is also a new beginning – for the departing leader, for their successor, and most importantly, for the organization and all its people.
A report documenting how 15 ESEs best support participant workers after they have graduated from the ESE program.
This presentation provides a user-friendly summary of research conducted on different types of CRM (Customer Relationship Management) software available on the market.
The Supervisor Onboarding & Training presentation is an example of a cohesive package of training material for onboarding new supervisors at an employment social enterprise.
Social enterprises can integrate financial wellness programming, both as a business and as a workforce program, to further increase the financial capabilities of the people they employ
During my annual evaluations with my Board, I began giving transition signals, saying that I saw myself remaining in my CEO role for “no longer than five years.” Then it became “two to five years” …and then “about two years.” Until one day, I said to my Board Chair and Vice-Chair, “I would like to leave in a year.”

This resource tailors its advice and guidance to early-stage ESEs, is designed with a “newly-onboarded COO of an ESE” in mind, and incorporates an organizational change management lens on operations improvement