A structured approach to leadership change
Australian Dance Theatre , based on Kaurna Country in Adelaide, went through a major leadership change in 2022. The organisation renewed its artistic leadership and board membership.
ADT needed to appoint a new Artistic Director, one of its two co-CEO roles. It also needed to reshape its board. The goal was to align both leadership groups with the organisation’s vision, values and strategic direction
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It’s really important to have structure around that whole process. Not only to ensure that we got the best candidate, which we did, but also to ensure that there was accountability around the process.
The need for change
ADT wanted to infuse new creativity, innovation and relevance into their organisation’s governance and work. They sought new leadership to help them achieve this.
New leaders can bring fresh perspectives. But new ways of working can be difficult to introduce. Especially when established approaches already exist. So, ADT sought to better understand its needs before making change.
Understanding the gaps
ADT started by reviewing its governance needs. It hired an external consultant to assess the board’s structure and identify priorities for the future.
The review found ways to strengthen the board. It also pointed to improvements in diversity, inclusion and alignment with ADT’s artistic and strategic goals.
ADT also hired an external human resources consultant to support the succession process. The consultant gave independent advice. They also ran a national and international search for a new Artistic Director.
Recruiting for values, not just skills
A panel of board members and external experts reviewed applications for the Artistic Director role. The panel interviewed candidates and assessed how well they matched ADT’s goals and values.
At the same time, ADT recruited new board members. It looked beyond professional qualifications, seeking people committed to the company and its artistic purpose.
Skills in areas such as law, marketing, human resources and finance still mattered. But ADT also valued cultural fit, passion for the art form and a willingness to shape the organisation’s future.
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It’s not just about filling positions. Our board members are committed to the company and the art form, while also bringing practical skills when they are needed.
Planning for a smooth handover
ADT developed a clear transition plan for the Artistic Director role. It set out the responsibilities of both the outgoing and incoming leaders.
An overlap period allowed time to share knowledge, hand over relationships and keep continuity in artistic leadership. This reduced disruption and supported a smooth change.
Key learnings
- Regularly assess board composition: Review board membership against the organisation’s future needs. Look beyond just professional skills. Make sure an individual’s values align with your organisations. Treat succession planning as an ongoing process, not a one-off activity.
- Get external advice when needed: Independent advisers offer objective advice and support complex decisions. External expertise can strengthen governance reviews, recruitment processes and organisational change.
- Take a collaborative approach to change: Succession planning is more than a recruitment exercise. It often involves cultural change across the organisation. Successful transitions need input from leaders, board members, staff and stakeholders. Change works better when it’s shared, inclusive and respectful.
- Author
- Creative Australia
- Resource type
- Case Study
