Taking over from a work legend? Don’t be daunted

When Ibrahima Souare took over the reins as executive director of New York Professional Advisors for Community Entrepreneurs two years ago, he had access to his predecessor, Ken Inadomi, the recently retired and beloved executive director.

“While he was officially retired by the time I joined, because he continued to make himself available for staff and board needs, he and I were able to connect during the first three months of taking the helm of the organization,” said Souare.

Souare used the first five months as an observational period to create strong relationships with his eight direct reports by asking open-ended questions such as, what are your biggest challenges? And, how can leadership better support your work?

“I focused on understanding the organization’s dynamics, meeting with team members, familiarizing myself with the ongoing projects and initiatives, connecting with the stakeholders we served and intentionally meeting with every single board member,” said Souare.

Despite the listening tour, there were some hiccups. Some team members were resistant to change and in hindsight, Souare said he would have implemented more structured change management practices with more training, support and team-building activities earlier on.

Souare isn’t the only professional who stepped up to the plate replacing a well-respected predecessor. The new “Wheel of Fortune” host Ryan Seacrest recently replaced the retired Pat Sajak after his 41-season run. During Seacrest’s premiere episode last Monday, he greeted co-host Vanna White, contestants and viewers.

“I’m truly humbled to be stepping into the footsteps of the legendary Pat Sajak,” Seacrest is quoted as saying. “I can say, along with the rest of America, that it’s been a privilege and pure joy to watch Pat and Vanna on our television screens for an unprecedented 40 years, making us smile every night and feel right at home with them.”

In February, Seacrest told Good Morning America: “I’ve studied the rule book, I’ve watched them do the show and I just can’t wait to start.”

“Hosting ‘Wheel of Fortune’ is a dream job,” he said. “I’ve been a fan of this show since I was a kid watching it in Atlanta with my family and I know how special it is that ‘Wheel’ has been in your living rooms for the past 40 years. And I’m just so grateful to be invited in. I also know I’ve got some very big shoes to fill.”

Seacrest did a lot of preparation and told Ginger Zee on GMA he watched “endless episodes of Pat and Vanna. We have played mock ‘Wheel of Fortune’ games in many cities across America depending on where I am. On conference tables, in meeting rooms, we’ve had makeshift wheels and makeshift contestants for months just to get the game play down and the pacing down and hopefully it all pays off.”
This isn’t Seacrest’s first rodeo — he also had a hard act to follow when he started hosting “Dick Clark’s New Year’s Rockin’ Eve with Ryan Seacrest” and recently told Zee the same lessons learned there apply here.

“Don’t make any changes, don’t touch it. This show works. All I need to do is keep it moving,” he said. “All we need to do is have fun every night and I think if that’s what happens, this show continues for a long time,” said Seacrest.

He’s not wrong — preparation is key to quickly ramping up and making your mark on an established, visible role. According to a 2024 study from financial services firm Edward Jones, a business succession boom is en route and 69% of business owners who have created a succession plan have designated a successor and are actively training and preparing them.

Even with planning in place, challenges are par for the course. Just ask Ramesh Srinivasan, co-dean of the CEO leadership program the Bower Forum, senior partner at global strategy and management consulting firm McKinsey and co-author of “The Journey of Leadership: How CEOs Learn to Lead from the Inside Out” (Portfolio).

“Taking the helm from someone who has left big shoes to fill is no small feat,” he said. “It can be a tough act to follow … For new leaders, it’s about striking the right balance — knowing what you bring to the table while listening intently to stakeholders and staying open to the chorus of new ideas. Mastering these polarities is the key to sailing smoothly into your new role and charting a course for continued success.”
Andy Challenger, senior vice president at outplacement and executive coaching firm Challenger, Gray & Christmas, agreed.

“The No. 1 rule for new leaders is overcommunicate,” he said. “People are scared of change. If they’re angry, the emotion below that is always fear and that’s something that you can address with good communication and good plans.”

Maren Perry, founder and CEO of leadership development firm Arden Coaching, advised against rocking the boat on Day 1.

“Don’t shake things up right away,” he said. “Don’t announce your five-year plan to upend the entire department. Start small, and don’t go after anything sacred to start. Add rather than subtract. Something like, ‘We’re going to add this brainstorming session rather than take away the favorite happy hour.’”
While it’s helpful to have a transition period, at some point, that has to end so you can put your stamp on things.

“If I’m coming into the new role, I don’t want to be in their shadow, I don’t want to be the substitute for the person who’s leaving,” said Perry. “I want to be the new leader of the team.”

Earlier this year, Nicole Joseph, 50, chief operating officer and finance director at CM Law, took over for the firm’s co-founder and chief financial officer, James Meadows, with an on-ramp of 90 days to shadow him and gain his insight to financial strategy, policies, procedures and observations. Then she had 90 days in charge prior to Meadows’ departure. The new COO leveraged that time to soar in her new role.
“As a founder, Jim understood historical nuances that can only be obtained once in the role,” said Joseph. “I’ve been able to pivot by leveraging my own expertise, creating bespoke solutions. I found the staff to be welcoming and appreciative.”

Overall, it’s important for everyone to see change as a good thing.

“Different doesn’t necessarily mean worse — it could be better. Chocolate and strawberry ice cream, both totally different, both incredible. And come in with that attitude. It’s a new start for everybody. That was a great era, this is a new era. How can I make this era wonderful? If they [staff] see it as an opportunity, they’re already in a better mindset. Patience and grace for everyone. Nobody likes change, everyone’s in a tough situation. We’re all going to get through it together.”