Leaving Well: nonprofit leadership guidance for workplace exits and transitions

Naomi Hattaway
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This is Leaving Well, where we talk about the reality that People Leave™️ in nonprofits and the social impact sector. Through this podcast, you will receive expert insights on leadership exits and transitions, the benefits of interim leadership, and sustainable succession planning in nonprofits. Listen to learn transition strategies for executive director, CEO, and board of directors leadership during resignations, terminations, and unfortunate circumstances such as death.

  1. 3. März

    98: The Exit Hook - What You Owe (And Don't Owe) When You Leave (Series Part Four)

    Navigate voluntary departures, involuntary exits, and long tenures that have lasted too long. Understand transition obligations, severance negotiations, and how to leave well without leaving everything. Get the article --- The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well You're exhausted. You're the only one who knows how the donor database works. Board members text you on weekends. Your team escalates every decision to you. You haven't taken a real vacation in three years. And everyone tells you how dedicated you are. How committed. How essential. Here's what they're not saying: your indispensability is an organizational liability. This is the accountability paradox at the heart of nonprofit leadership. The leader who won't get off the hook—who holds every responsibility, hoards every relationship, controls every decision—isn't demonstrating commitment. They're creating a single point of failure with a nonprofit tax status. Real accountability isn't about how much you personally deliver. It's about ensuring delivery continues without you. Because here's the truth no one wants to say out loud: You're temporary. Your tenure will end—through retirement, new opportunity, burnout, termination, or death. The only question is whether your organization will be ready. I bring a specific lens to this work: I'm an interim leader. I provide temporary executive leadership for nonprofits in transition. Every engagement I take begins with an exit date. I'm hired knowing I'm leaving. I've learned to lead with non-attachment—caring deeply about the work and the people while holding my departure lightly. I document everything. I build systems that run without me. I transfer relationships that belong to the organization, not to me personally. This isn't because I care less. It's because I care about sustainability more than being indispensable. What I've learned from being professionally temporary is that every leader should operate with an interim mindset. Because functionally, you are interim. Your tenure is temporary even if you don't know the end date yet. This series is for nonprofit CEOs and Executive Directors who know intellectually they should delegate but can't seem to actually do it. It's for board members who don't know what hooks they're on—or who are on hooks that belong to staff. It's for funders and foundation program officers who see organizations struggling with leadership transitions and want to support better succession planning. It's for anyone who's ever said "if I don't do it, it won't get done right" and meant it. Everything in this series is succession planning work—just not the way most people think about it. Succession planning isn't just creating a document for when you leave. It's how you lead every day while you're staying. It's documenting your decision-making frameworks so they're transferable. It's building redundancy in critical relationships. It's developing your team's strategic capacity instead of protecting them from complexity. It's getting yourself off hooks you've held so long you've forgotten they don't belong to you. Most nonprofits don't have written succession plans. Most leadership transitions are managed as crises instead of planned transitions. Most organizational knowledge walks out the door when leaders leave because it was never captured. This series is about changing that—one hook at a time. The greatest act of nonprofit leadership isn't being indispensable. It's building something that doesn't need you to be great. Welcome to The Off the Hook series. Let's get to work.

    23 Min.

  2. 24. Feb.

    97: Getting Off the Hook Without Abandoning Ship (Series Part Three)

    Address the guilt, shame, and fear keeping you on hooks you should release. Learn to distinguish between healthy disengagement and abandonment, and discover what you actually owe when you step back. Get the article --- The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well You're exhausted. You're the only one who knows how the donor database works. Board members text you on weekends. Your team escalates every decision to you. You haven't taken a real vacation in three years. And everyone tells you how dedicated you are. How committed. How essential. Here's what they're not saying: your indispensability is an organizational liability. This is the accountability paradox at the heart of nonprofit leadership. The leader who won't get off the hook—who holds every responsibility, hoards every relationship, controls every decision—isn't demonstrating commitment. They're creating a single point of failure with a nonprofit tax status. Real accountability isn't about how much you personally deliver. It's about ensuring delivery continues without you. Because here's the truth no one wants to say out loud: You're temporary. Your tenure will end—through retirement, new opportunity, burnout, termination, or death. The only question is whether your organization will be ready. I bring a specific lens to this work: I'm an interim leader. I provide temporary executive leadership for nonprofits in transition. Every engagement I take begins with an exit date. I'm hired knowing I'm leaving. I've learned to lead with non-attachment—caring deeply about the work and the people while holding my departure lightly. I document everything. I build systems that run without me. I transfer relationships that belong to the organization, not to me personally. This isn't because I care less. It's because I care about sustainability more than being indispensable. What I've learned from being professionally temporary is that every leader should operate with an interim mindset. Because functionally, you are interim. Your tenure is temporary even if you don't know the end date yet. This series is for nonprofit CEOs and Executive Directors who know intellectually they should delegate but can't seem to actually do it. It's for board members who don't know what hooks they're on—or who are on hooks that belong to staff. It's for funders and foundation program officers who see organizations struggling with leadership transitions and want to support better succession planning. It's for anyone who's ever said "if I don't do it, it won't get done right" and meant it. Everything in this series is succession planning work—just not the way most people think about it. Succession planning isn't just creating a document for when you leave. It's how you lead every day while you're staying. It's documenting your decision-making frameworks so they're transferable. It's building redundancy in critical relationships. It's developing your team's strategic capacity instead of protecting them from complexity. It's getting yourself off hooks you've held so long you've forgotten they don't belong to you. Most nonprofits don't have written succession plans. Most leadership transitions are managed as crises instead of planned transitions. Most organizational knowledge walks out the door when leaders leave because it was never captured. This series is about changing that—one hook at a time. The greatest act of nonprofit leadership isn't being indispensable. It's building something that doesn't need you to be great. Welcome to The Off the Hook series. Let's get to work.

    21 Min.

  3. 17. Feb.

    96: Who's Really on the Hook? Mapping Organizational Accountability (Series Part Two)

    Map every major organizational function across strategic, operational, and governance domains. Identify dangerous gaps, problematic overlaps, and the accountability vacuum threatening your next leadership transition. Article Link ----- The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well You're exhausted. You're the only one who knows how the donor database works. Board members text you on weekends. Your team escalates every decision to you. You haven't taken a real vacation in three years. And everyone tells you how dedicated you are. How committed. How essential. Here's what they're not saying: your indispensability is an organizational liability. This is the accountability paradox at the heart of nonprofit leadership. The leader who won't get off the hook—who holds every responsibility, hoards every relationship, controls every decision—isn't demonstrating commitment. They're creating a single point of failure with a nonprofit tax status. Real accountability isn't about how much you personally deliver. It's about ensuring delivery continues without you. Because here's the truth no one wants to say out loud: You're temporary. Your tenure will end—through retirement, new opportunity, burnout, termination, or death. The only question is whether your organization will be ready. I bring a specific lens to this work: I'm an interim leader. I provide temporary executive leadership for nonprofits in transition. Every engagement I take begins with an exit date. I'm hired knowing I'm leaving. I've learned to lead with non-attachment—caring deeply about the work and the people while holding my departure lightly. I document everything. I build systems that run without me. I transfer relationships that belong to the organization, not to me personally. This isn't because I care less. It's because I care about sustainability more than being indispensable. What I've learned from being professionally temporary is that every leader should operate with an interim mindset. Because functionally, you are interim. Your tenure is temporary even if you don't know the end date yet. This series is for nonprofit CEOs and Executive Directors who know intellectually they should delegate but can't seem to actually do it. It's for board members who don't know what hooks they're on—or who are on hooks that belong to staff. It's for funders and foundation program officers who see organizations struggling with leadership transitions and want to support better succession planning. It's for anyone who's ever said "if I don't do it, it won't get done right" and meant it. Everything in this series is succession planning work—just not the way most people think about it. Succession planning isn't just creating a document for when you leave. It's how you lead every day while you're staying. It's documenting your decision-making frameworks so they're transferable. It's building redundancy in critical relationships. It's developing your team's strategic capacity instead of protecting them from complexity. It's getting yourself off hooks you've held so long you've forgotten they don't belong to you. Most nonprofits don't have written succession plans. Most leadership transitions are managed as crises instead of planned transitions. Most organizational knowledge walks out the door when leaders leave because it was never captured. This series is about changing that—one hook at a time. The greatest act of nonprofit leadership isn't being indispensable. It's building something that doesn't need you to be great. Welcome to The Off the Hook series. Let's get to work.

    22 Min.

  4. 10. Feb.

    95: The Accountability Paradox - Why Great Leaders Get Themselves Off the Hook (Series Part One)

    Discover why staying on every hook diminishes your accountability to mission, and learn to audit your own indispensability before it becomes an organizational crisis. Article Link ----- The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well You're exhausted. You're the only one who knows how the donor database works. Board members text you on weekends. Your team escalates every decision to you. You haven't taken a real vacation in three years. And everyone tells you how dedicated you are. How committed. How essential. Here's what they're not saying: your indispensability is an organizational liability. This is the accountability paradox at the heart of nonprofit leadership. The leader who won't get off the hook—who holds every responsibility, hoards every relationship, controls every decision—isn't demonstrating commitment. They're creating a single point of failure with a nonprofit tax status. Real accountability isn't about how much you personally deliver. It's about ensuring delivery continues without you. Because here's the truth no one wants to say out loud: You're temporary. Your tenure will end—through retirement, new opportunity, burnout, termination, or death. The only question is whether your organization will be ready. I bring a specific lens to this work: I'm an interim leader. I provide temporary executive leadership for nonprofits in transition. Every engagement I take begins with an exit date. I'm hired knowing I'm leaving. I've learned to lead with non-attachment—caring deeply about the work and the people while holding my departure lightly. I document everything. I build systems that run without me. I transfer relationships that belong to the organization, not to me personally. This isn't because I care less. It's because I care about sustainability more than being indispensable. What I've learned from being professionally temporary is that every leader should operate with an interim mindset. Because functionally, you are interim. Your tenure is temporary even if you don't know the end date yet. This series is for nonprofit CEOs and Executive Directors who know intellectually they should delegate but can't seem to actually do it. It's for board members who don't know what hooks they're on—or who are on hooks that belong to staff. It's for funders and foundation program officers who see organizations struggling with leadership transitions and want to support better succession planning. It's for anyone who's ever said "if I don't do it, it won't get done right" and meant it. Everything in this series is succession planning work—just not the way most people think about it. Succession planning isn't just creating a document for when you leave. It's how you lead every day while you're staying. It's documenting your decision-making frameworks so they're transferable. It's building redundancy in critical relationships. It's developing your team's strategic capacity instead of protecting them from complexity. It's getting yourself off hooks you've held so long you've forgotten they don't belong to you. Most nonprofits don't have written succession plans. Most leadership transitions are managed as crises instead of planned transitions. Most organizational knowledge walks out the door when leaders leave because it was never captured. This series is about changing that—one hook at a time. The greatest act of nonprofit leadership isn't being indispensable. It's building something that doesn't need you to be great. Welcome to The Off the Hook series. Let's get to work.

    14 Min.

  5. 3. Feb.

    94: The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well

    The Off the Hook Framework: A Leadership Series on Accountability, Delegation, and Leaving Well You're exhausted. You're the only one who knows how the donor database works. Board members text you on weekends. Your team escalates every decision to you. You haven't taken a real vacation in three years. And everyone tells you how dedicated you are. How committed. How essential. Here's what they're not saying: your indispensability is an organizational liability. This is the accountability paradox at the heart of nonprofit leadership. The leader who won't get off the hook—who holds every responsibility, hoards every relationship, controls every decision—isn't demonstrating commitment. They're creating a single point of failure with a nonprofit tax status. Real accountability isn't about how much you personally deliver. It's about ensuring delivery continues without you. Because here's the truth no one wants to say out loud: You're temporary. Your tenure will end—through retirement, new opportunity, burnout, termination, or death. The only question is whether your organization will be ready. I bring a specific lens to this work: I'm an interim leader. I provide temporary executive leadership for nonprofits in transition. Every engagement I take begins with an exit date. I'm hired knowing I'm leaving. I've learned to lead with non-attachment—caring deeply about the work and the people while holding my departure lightly. I document everything. I build systems that run without me. I transfer relationships that belong to the organization, not to me personally. This isn't because I care less. It's because I care about sustainability more than being indispensable. What I've learned from being professionally temporary is that every leader should operate with an interim mindset. Because functionally, you are interim. Your tenure is temporary even if you don't know the end date yet. This series is for nonprofit CEOs and Executive Directors who know intellectually they should delegate but can't seem to actually do it. It's for board members who don't know what hooks they're on—or who are on hooks that belong to staff. It's for funders and foundation program officers who see organizations struggling with leadership transitions and want to support better succession planning. It's for anyone who's ever said "if I don't do it, it won't get done right" and meant it. Everything in this series is succession planning work—just not the way most people think about it. Succession planning isn't just creating a document for when you leave. It's how you lead every day while you're staying. It's documenting your decision-making frameworks so they're transferable. It's building redundancy in critical relationships. It's developing your team's strategic capacity instead of protecting them from complexity. It's getting yourself off hooks you've held so long you've forgotten they don't belong to you. Most nonprofits don't have written succession plans. Most leadership transitions are managed as crises instead of planned transitions. Most organizational knowledge walks out the door when leaders leave because it was never captured. This series is about changing that—one hook at a time. The greatest act of nonprofit leadership isn't being indispensable. It's building something that doesn't need you to be great. Welcome to The Off the Hook series. Let's get to work.

    11 Min.

  6. 09.12.2025

    93: Doing Strategic Planning Differently with Beth Saunders

    Beth is passionate about making missions happen. Throughout her consulting career, Beth has helped nonprofit leaders connect people and programs to mission and goals. Her MapMoveMeasure™ framework is a guide for elevating stewardship and increasing supporter engagement.  Beth's customers say working with her introduces fresh perspective and new ways of thinking about their work. And they always gain clarity, strategic direction, and alignment. Beth's consulting practice reflects her life experience. Studying abroad, earning her MBA, taking a mid-career detour to volunteer and travel, leaving her corporate job to serve in AmeriCorps VISTA and ultimately leading her own consulting practice have contributed to Beth's commitment for connecting passion with purpose.  Website LinkedIn Download a guide, listen to conversations, and access presentation slides   Quotes: "Planning strategically is how I reframe strategic planning. I often see strategic plans that have a high level strategy or big goals at the top and dive very quickly into the execution of it. So it's a little thin on strategy and quite robust on operations. That is actually leapfrogging right over the opportunity for a leadership team to really sit in that strategic thinking space."   "Planning strategically from my perspective starts with a very clear, well articulated vision statement that is supported with outcomes the organization can actually achieve."   "Every strategic plan has vision in it. And the way to make your strategic plan more strategic is to really build out that vision within your accountability and within your capacity to think about a roadmap of outcomes."   "Be clear not only on your vision, but your roadmap of getting there. Not the work to do, but the change you're making along the way." To learn more about Leaving Well, visit https://www.naomihattaway.com/ To support the production of this podcast, peruse my Leaving Well Bookshop or buy me a coffee.   This podcast is produced by Sarah Hartley.

    39 Min.

  7. 02.12.2025

    92: Fostering Thriving Artists with Laura Gouin

    Laura Gouin is a director, writer, and actress who got tired of starving and essentially created the company she wishes would have been around when she was starting out. She loves leveraging her experience in theater and film casting to custom match clients with their most ideal support, drawn from the creative arts. These Artful Admins are taken through her systematic training program, founded on principles of teaching learned from her MA in education. In addition to her creative background, she has worked professionally in team augmentation, sales, business development and operational management. Her unique approach to hiring, training, and team building has served organizations for over two decades by placing hires that stick long-term, and fostering teams that thrive. Satiated Artists LinkedIn Instagram Facebook Surgeon's Short   Quotes: "The cycle of rebirth, renewal, it's pretty standard for artists, that creation cycle. Sometimes things have to end for something new to begin, to create that space for that. When artists come into satiated artists for employment, that doesn't have to end. That creative cycle continues because our clients are patrons of the arts. They know that who they're hiring are artists. They are energized by getting that creative mind on staff."   "We don't connect with anybody if we don't know how to tell a good story. And I think that's where artists really excel. We understand that there's a narrative. We're all meaning making machines. Together collectively, let's make the best meaning we can."   To learn more about Leaving Well, visit https://www.naomihattaway.com/ To support the production of this podcast, peruse my Leaving Well Bookshop or buy me a coffee.   This podcast is produced by Sarah Hartley.

    34 Min.

  8. 25.11.2025

    91: Undoing the Language of Stakeholder with Austen Smith and Julie McFarland

    Austen Smith (they/them) is a spirit-led creative with decades of community advocacy and organizing, program evaluation, intersectional qualitative analysis, and community participatory research. Their work addresses national housing disparities, racial inequity, disability justice, gender inclusivity, and the metaphysical impacts of racialized oppression. Currently, Austen is stewarding ImaginationDoulas, a spirit-led creative education program designed for racially and culturally marginalized artists. Learn more at www.imaginationdoulas.com. Austen's Website Austen's Instagram Check out the ImaginationDoulas Foundational Views Micro-Course, a free, six-week micro course designed for those who are ready to explore creativity as a spiritual discipline.    Julie McFarland was a housing and service provider within homelessness response systems before beginning technical assistance on a national level. Julie's work has focused on designing more person centered and streamlined systems, more effective service delivery, elevating and uplifting the voices of people closest to the solutions, and creating more equitable systems for people experiencing homelessness. Julie values partnership with people who challenge the status quo and existing power structures to shift to more equitable and inclusive approaches.   Quotes: "Stakeholder: The phrase is rooted in the act of driving stakes into a land which forcibly marks territory as one's own. And so using that casually in our work could unintentionally evoke the trauma of having someone's stake, possession, or even assuming some power we have that is not necessarily ours." - Naomi Hattaway   "The word carries such a violent connotation because words cast spells. They all of the history of that term. We're connecting to this foundational ideology that requires and necessitates colonialism. Bringing that energy into the field of consulting or the field of philanthropy inherently ties the money that is meant to incite liberatory realities for folks to this idea of stolen land and stolen property. It keeps us in a cycle when we continue to use specific words." - Austen Smith   "It feels like a responsibility, in particular as a white woman, that once I become aware of something like this that has such a violent history and violent roots, it is critical to make the pivot and not continue to perpetuate that harm through the use of language in itself." - Julie McFarland   "I would appreciate a resource of language, words, phrases, or terms that are aging out. That we could start the conversation of normalizing language being a living thing because this is so normal." - Austen Smith   "Everything comes back to relationship all the time. And if we are in deep, authentic relationship with people, this act of educating and offering an opportunity to shift, it typically goes so much better when that trust is already established." - Julie McFarland   To learn more about Leaving Well, visit https://www.naomihattaway.com/ To support the production of this podcast, peruse my Leaving Well Bookshop or buy me a coffee.   This podcast is produced by Sarah Hartley.

    46 Min.
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This is Leaving Well, where we talk about the reality that People Leave™️ in nonprofits and the social impact sector. Through this podcast, you will receive expert insights on leadership exits and transitions, the benefits of interim leadership, and sustainable succession planning in nonprofits. Listen to learn transition strategies for executive director, CEO, and board of directors leadership during resignations, terminations, and unfortunate circumstances such as death.

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