Preparing for the Future: Ron Tillery on Succession Planning at PCDC

Ron Tillery, Executive Director of the Phelps County Development Corporation, is thinking about the future of the organization he has led for eight years. “As a leader, you have to recognize when it is time to bring someone else in. I told my board that it was time to start thinking about succession planning,” he said. Ron’s contract has been renewed through the end of 2025, and he plans to use that time to help find a new leader for PCDC. “It could work out quickly, or it may take some time.”

Ron has spent over 30 years in economic development and has led three distinct organizations. He has a 360 view of what it means to plan for succession and to be a new leader stepping into someone else’s shoes. We asked what he has learned and how he plans to implement succession planning best practices as he prepares to transition out of the PCDC Executive Director role.

Question: What did you want transitioning leaders to do when you stepped into a new role?

Answer: My predecessors left but were available to answer questions. They didn’t stay on and hover. I preferred that.

Question: What are your best practices for getting into a new economic development leadership role?

Answer: Our 5-year pledge campaign for investor renewals can be time-consuming and challenging if you have a lot going on. That was the first thing I did when coming into this position eight years ago, and it helped me to build relationships, hear from people what they liked and didn't like, and understand the market better. To succeed in a community you have to speak with business leaders and learn about the market. People can be too risk-averse and worry about making mistakes. You need to make mistakes and learn from them.

Question: How long should leadership stay on after a new executive director is hired?

Answer: That depends on who is stepping into the role, how much experience they have, and if they are familiar with the community. I am willing to stick around and take on special projects, but don’t want to hover. It’s important to let leaders set their own best practices. It’s important for whoever follows me to make decisions.

Questions: What are you looking for in a replacement?

Answer: An entrepreneurial mindset. We want to encourage business people to be entrepreneurial but economic developers aren’t always entrepreneurial. We should model that ourselves. Successful organizations make their own opportunities rather than waiting for them to come so my replacement needs to be able to identify resources that are available and leverage them.

Question: Do you need economic development experience to be successful as an executive director?

Answer: Not necessarily. The screening process shouldn’t include artificial barriers. If an organization insists that an executive director have economic development experience they could miss out on local people with a lot of talent. For example, a local realtor, banker or business owner may bring a lot of complimentary experience to the organization. They would also be familiar with your community and not transient. This could make them a better fit than hiring an outside person who has worked in economic development.

Question: What are the most important skills for economic development leaders to have?

Answer: The ability to work with people, build relationships, and understand the needs of local businesses. This, and an entrepreneurial mindset.

Question: Finding the right leader takes time. What are your tips for recruiting?

Answer: Start by looking in your own backyard. Identify people you have relationships with that could do a good job, regardless of their experience. If you look outside the community, make sure they appreciate the market and will represent it enthusiastically.

Question: What advice will you give the leader hired to replace you?

Answer: Jump in and hit the ground running. Embrace the challenge and move ahead quickly to own the position and understand the market.

Question: Now that you are planning for your transition, what do you want your legacy to be?

Answer: That I made things better. I don’t intend to stop working so the transition isn’t about me. There has to be a managed transition for the organization and I am more concerned about PCDC doing well long-term.

Ron’s ability to recognize the need to change represents an important first step in succession planning. “Sometimes you can get stale so you need to know when it is time to move on and allow for new leadership.” As a leader, it’s important to know when that time comes to allow for a seamless transition that promotes mission continuity.