Cornerstone Theater Company and Liz Lerman Dance Exchange have each experienced founding artistic director transitions in the recent past, although the nature of those processes—and leadership results—have differed. Over the course of ten months—from December 2006 to August 2007, key individuals from Cornerstone and Dance Exchange gathered for three conversations facilitated by Lisa Mount that investigated what an artistic founder transition or evolution was and is like—primarily for the new leaders of the organizations, secondarily for the founders themselves. In this essay, Mount offers participants’ reflections on these transitions and assembles common themes that emerged as each group shared their transition stories. With comparative analysis of the organizations and their transition, the writer recounts the evolution of each organization through the process—reflecting on changes in practice, shifts in internal leadership, and the unforeseen circumstances of a founder’s departure—as was the case for Cornerstone, or new role—as is the case for Dance Exchange. The essay draws out specific questions that organizations and individuals should consider as they design their own process to facilitate similar change.

Cornerstone Theater Company and Liz Lerman Dance Exchange have each experienced founding artistic director transitions in the recent past, although the nature of those processes—and leadership results—have differed. Over the course of ten months—from December 2006 to August 2007, key individuals from Cornerstone and Dance Exchange gathered for three conversations facilitated by Lisa Mount that investigated what an artistic founder transition or evolution was and is like—primarily for the new leaders of the organizations, secondarily for the founders themselves. In this essay, Mount offers participants’ reflections on these transitions and assembles common themes that emerged as each group shared their transition stories. With comparative analysis of the organizations and their transition, the writer recounts the evolution of each organization through the process—reflecting on changes in practice, shifts in internal leadership, and the unforeseen circumstances of a founder’s departure—as was the case for Cornerstone, or new role—as is the case for Dance Exchange. The essay draws out specific questions that organizations and individuals should consider as they design their own process to facilitate similar change.