Everybody wants change. But the problem is how you manage change.
Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.
The choice of personnel, perhaps the most important choice (because 'people are policy'), never proceeds according to plan, but there have been some successful transitions that upheld high standards.
There's an agreement that Syria should be a unified country, united; that it needs to be secular; that ISIL needs to be taken on; and that there needs to be a managed transition, but there is a difference obviously in what that means and what that outcome may or may not be.
In the past, when venture-funded startups told their investors they'd found a profitable business model, the first thing VCs would do is to start looking for an 'operating exec' - usually an MBA who would act as the designated 'adult' and take over the transition from Search to Build.
The single most important aspect of the Transition involves the selection of personnel to manage the transfer of responsibility. The law provides roughly ten weeks to accomplish this process.
When you lose interest in a program, your last duty to it is to hand it off to a competent successor.
That was pretty smooth, because you don't want something to go wrong when you have a whole senior level of actings. That's not a position you want to be in. It's OK to replace your team, but usually you want them to be in place until the new people are confirmed.
