ECFI, in collaboration with Article Org (AGO), hosted a second conversation on the topic of succession planning, exploring the recent experience of the Agrigento and Trapani Community Foundation. The Foundation’s former Director, Giuseppe La Rocca, stepped down, passing the baton to Viviana Rizzuto.
The purpose of the meeting was to shed light on key elements and principles of a succession leadership strategy in the context of community foundations. Succession planning is the process of identifying and developing key competencies and successors within and outside the organisation [Article Org]. It is particularly relevant for community foundations, which are deeply rooted in their local contexts and must transfer not only knowledge and competencies but also a wealth of accumulated local experience, social capital, and relationships.
Below are some of the key reflections and themes that emerged during the discussion between Gillian O’Neill, Executive Director at AGO, and Viviana Rizzuto with the wider
group:
- Walk the talk: One of the Foundation’s guiding principles is what they call the generative paradigm: to give life, to nurture, and then to let go. As one of the founders of the organisation in 2019, Giuseppe felt it was time for him to “let go”,having consolidated and strengthened the community foundation during its first six years.
- The risk of personalisation: by definition, community foundations belong to their communities. However, they risk becoming identified with individuals in leadership roles, particularly given the central role of social capital. When Giuseppe realised that people referred to the Foundation as his foundation, it was a clear signal that it was time to initiate a carefully considered succession process.
- Being from the community helped: Viviana founded and led the community cooperative Identità e Bellezza. She was already well known locally and had earned strong credibility with a wide range of stakeholders over the years.
- Mutual commitment and trust: it was evident in the discussion that mutual trust between the two leaders was a crucial element of success. Giuseppe never hesitated in his decision to step back and consistently supported Viviana. For her part, Viviana felt empowered and took on responsibilities with confidence. To ensure a smooth transition, the role of Deputy Director was created for Viviana, allowing her to work alongside Giuseppe for six months and build a co-leadership process that served as a bridge to the
new phase. - Time is not a luxury, but a necessity: Transferring knowledge, experience, social capital, and credibility takes time. In this case, many favourable conditions meant the leadership transition was implemented in just over six months. However, organisations should ideally allow at least 12 months to ensure a smoother and more effective handover.
- Shared vision: respect the legacy but create space to bring innovation. Giuseppe and Viviana co-created and agreed upon a shared vision for the Foundation. Viviana then worked with the team to design the strategy, fostering a sense of ownership and belonging among staff while gradually introducing her own leadership style and principles.
- Creating systems for former leaders to contribute: Giuseppe now serves as a volunteer board member of the Foundation. This allows him to remain present and approachable, but not in a front-line role, ensuring that the new Director has the time, space, and credibility to bond with and lead the team.
About AGO
AGO is a movement accelerator. They work with activists and funders to tell powerful stories, grow movements, and advance positive social change. Through strategic communications, capacity building, and civic innovation, AGO help human rights and climate activists build community and audiences around their ideas. If you are navigating leadership transitions, exploring new models or want to know more reach out to Gillian O’Neill gillian@articlegroup.org & Mariana Botero mbotero@articlegroup.org
