Leadership transitions succeed when firms communicate clearly, transfer knowledge intentionally, and protect trust through periods of change.
From the outside, a new executive role can look like a clean handoff: a new title, a new seat at the table, and momentum moving forward. Inside an organization, it’s rarely that simple. Transitions are often accompanied by quieter questions: What’s going to change? What isn’t? And can we trust what comes next?
I’ve recently stepped into the chief operating officer role at Pennoni, an engineering firm headquartered in Philadelphia. I wouldn’t describe myself as an expert on leadership transitions. I’m still very much in the middle of one, but being part of this moment has reinforced just how important these periods are for professional services firms like ours, where the work is delivered through people, judgment, and long‑standing client relationships.
At Pennoni, we’ve navigated an intentional period of senior leadership transition across much of our executive team as a new generation of leadership takes the reins. My focus, as I settle into this role, is to help the transition feel steady for our staff and seamless for our clients, while gradually putting my stamp on the firm's operations.
What I’m learning is that leadership transitions matter not because they introduce new ideas, but because they test staff's trust in company leadership.
How communication builds trust during leadership transitions
Communication reduces uncertainty – even when answers aren’t final. One thing that becomes clear quickly during a transition is how much uncertainty fills the gaps between updates. When people don’t know what’s happening (or when they hear about it in pieces), they tend to fill in the blanks themselves. That’s rarely helpful.
What has worked best for us has been straightforward communication: sharing what we know, acknowledging what’s still in progress, and providing high-level timing, even when the timeline is still evolving. It’s not about broadcasting every detail; it’s about removing unnecessary ambiguity so teams can stay focused on clients and projects instead of organizational guesswork.
Why knowledge transfer is critical to a smooth transition
Knowledge transfer is less about process and more about protection. What outgoing leaders carry with them isn’t just institutional history: it’s context. The why behind decisions, the background of key client relationships, the details that don’t live neatly in dashboards or schedules. The countless discussions I have had with my predecessor over the past several months have been invaluable to the transition process.
Making space for deliberate knowledge transfer has felt less ceremonial and more like risk management. Spending real time on active priorities, getting to know staff, project nuances, and sensitive issues has helped with continuity, not just in operations, but in decision‑making and judgment. It has also made clear which items truly need immediate attention and which can wait until the transition has settled.
Why early involvement creates continuity
Early involvement beats “waiting until it’s official.” Being involved early, before a transition is completely finalized, has helped lower the uncertainty across the organization. Sitting in on project discussions, staffing conversations, and client interactions provides a clearer understanding of how things actually work day-to-day.
Just as importantly, it allows others to see how decisions are made and how leadership approaches challenges. That visibility goes a long way toward building comfort and continuity, even before any changes are formally in place.
For me personally, separating short‑term priorities from longer‑term improvement has been essential. Some things need attention right away: decision clarity, workflow friction and making sure teams have what they need to meet current commitments. Other goals, like systems, consistency and capability-building, require patience and sustained effort. Sharing both helps set realistic expectations.
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Brian Diehl, PE, is chief operating officer at Pennoni. Connect with him on LinkedIn. |