A query about the survival of our successors. Most of us, I think, take it as an article of experience and faith that when long term leaders leave their successors tend to be "unintentional interims." Advising a group that is facing that situation and I realize I've never seen any numbers about that. Anyone know of evidence beyond the anecdotal? Also, if anyone knows anything about the success rate of CEO's/ED's who succeed us--the post interims? Feel free to respond here or at pat@patnicholstransitions.com Thx. (reposted for Pat :-))

Friends: Posting this in multiple places, at the counsel of ETLC's impressive leadership. I'm helping find an Interim CEO, a healing presence, for a midwestern organization. Like you, I want to make sure that any organization needing an interim CEO finds the leader they need. . This situation is delicate so I can't relate much. I can report the following *Revenues in the low tens of millions *operationally doing well, so not a turnaround *Key issues are about c-suite dysfunction Let me know if you want to explore further. I'll respond more quickly at pat@patnicholstransitions.com. Happy to chat. Pat

I'm currently working with a client where the board gave the ED the opportunity to resign before firing him. He took that opportunity. He and the board have an agreement of some sort where neither side can talk about what happened - and I'm not sure what the limits are on this. This is an organization with members and the rumors are rife filling in that information gap. There's also some open discontent with the level of information being shared. Given the generic description that I've shared, what are your thoughts on appropriate levels of communication in this sort of situation? Yes, they need to stick with that agreement - but what should have been in that agreement? What should they share? Where's the balance between responsibility to members and to employee confidentiality? Thanks for any insight.