Staff turnover is, in a word, costly. Most of us in development view it as a clear negative. Team members are loaded with extra work until a replacement is found and onboarded. We often lose institutional knowledge and individual expertise. Turnover—especially at the development director level—can damage donor relationships, erode confidence in the development office, and lower morale.
But enough with the negative. Let’s take a look at what we can learn from turnover. What would happen if you treated the departure of a head of development as an opportunity to reframe and reconsider what your organization needs?