Leadership Change: Seize the Moment

CEO transition can be one of the most important moments for a Board to step back and ask a bigger question.

When a long-serving CEO is preparing to leave, the board can begin the usual search process.

It can also ask whether the current organisational structure remains the best way to deliver impact.

The brilliant Bridgespan Consulting in the USA recently shared a case study of a merger. It was an upcoming CEO change that was the trigger in the proposed merger between the American Foundation for Suicide Prevention (AFSP) and The Jed Foundation (JED).

Bob Gebbia, CEO of AFSP, had already signalled his intention to retire around the end of 2026 or early 2027. That created a moment of opportunity to think beyond replacement. AFSP would need a future CEO.

JED had a strong leader in John MacPhee.

The two organisations had complementary strengths and a history of working together.

Leadership succession turned a long-standing idea into a live merger conversation.

Along with the CEO change being a crisis point that can be a catalyst to explore structural change, other great lessons came through this significant merger.

Start with the Mission

Whilst the catalyst was CEO change, the case for the merger was impact. AFSP brought national scale, chapters, advocacy, research funding, grassroots fundraising and support for people affected by suicide. JED brought deep program expertise in youth mental health through schools, colleges, universities and other youth-serving organisations. Together, they saw the potential to do more together — to create a more comprehensive suicide prevention organisation.

Ask to Explore

The first question was about possibility, not detail. What could we do together? That gave both organisations permission to think, test and refine well before locking into a decision. This is a useful lesson for any board or CEO considering a sensitive merger conversation. Start with exploration.

Use the Trust Already Built

AFSP and JED knew each other well. They had collaborated on sector work and on a major shared campaign. There were also long-standing founder, board and executive relationships. That mattered. A merger conversation moves faster and more safely when there is already some evidence of trust, alignment and shared purpose.

Name the Non-Negotiables

Both organisations were clear about what mattered.

• AFSP wanted to protect research, support for the suicide loss community and its chapter structure.
• JED wanted to protect its work with schools, colleges and youth-serving organisations.

Naming these priorities early helped define future progress.

Create a Simple Framework

One of the strongest features of the process was a short merger framework — might be a Deed, an MOU or similar. It covered the strategic rationale (the WHY), the meaning of ‘merger of equals’, protected areas, mission and vision, leadership, governance, board structure, committees, name and branding, and risks. When negotiations became detailed, the framework preserved the intent of the deal.

Focus Diligence on Deal-Breakers

The boards agreed go / no-go criteria before due diligence began. Due diligence then tested the strategic rationale, mission and vision alignment, financial sustainability, culture and hidden risks. That kept the work focused on the questions that would genuinely affect the decision, rather than trying to quantify everything.

Don’t Let the Brand Question Trip You Up

Both names carried value. AFSP had strong identity with chapters and grassroots supporters. JED had strong recognition with schools and youth mental health partners. The organisations chose an interim combined name for the first phase, leaving the longer-term brand question for the future board.

Communicate Repeatedly

Staff will hear the word “merger” before they hear the strategy. Even when the impact case is strong, people move quickly to personal questions about roles, teams, identity and leadership. The AFSP/JED case highlights the need for repeated Q&A, visible leadership and careful communication.

Seize the Moment

Leadership change is a unique moment of opportunity. It gives boards permission to ask whether replacing the CEO is enough, or whether the mission would be better served through a different structure.

Sometimes the right answer will be a new CEO.

Sometimes the right answer may be a partnership, shared services, alliance or merger.

The important step is asking the question while there is still time, trust and choice.

"Succession creates the moment. Good governance means being willing to seize it."