Leadership transitions are one of the highest-risk periods for any organization. After more than two decades working with nonprofit leaders, rising managers, and growing business owners, I saw talented professionals step into bigger roles and struggle, or burn out, within their first 12–24 months. I kept hearing leaders say:

“I’m still stuck in the weeds.”
“I feel responsible for everything.”
“There are no clear expectations.”
“I don’t know what I should be doing anymore.”

‍The role had changed faster than their leadership identity. Success now required strategic thinking, delegation, executive presence, and building team capacity rather than carrying everything alone. Just as often, the organization wasn’t fully ready for the transition either. Expectations were unclear, and support structures were often limited.

Research from organizations such as the Center for Creative Leadership and Developmental Dimensions International confirms what I was seeing: leaders in their first 18–24 months face high stress and minimal transition support.

About 40–50% of new executives fail within the first few years in a role. When leadership transitions fail, replacing an executive can cost 50–200% of their salary once recruitment, lost productivity, and disruption are considered.

Too many leaders and organizations try to figure this out alone.

I created Evolv Exec to support leaders and the systems around them during this critical window. The EVOLV Framework grew directly from this work:
‍
‍Examine reality
Vision and priorities
Operate strategically
Lead sustainably
Verify progress

‍Together, these phases help leaders clarify expectations, strengthen decision-making, and build leadership practices that are both effective and sustainable. Leadership transitions are demanding, but with the right structure and support, they become far more manageable and far more effective.