This case provides an overview of the types of challenges inherent in a leadership transition at a non-profit organization, especially when compounded by concurrent organizational changes. The case is based on the relationships between the Executive Director, Mark, and Board of Directors and how a newly appointed Executive Director might navigate the rapid waters of managing a non-governmental organization and steering it towards success, especially when there is disagreement on the strategy to be followed. This case encourages students to think about the leadership style needed to navigate challenging situations, managing both internal and external stakeholders, particularly during the first 90 days of new leadership, and how to bring about organizational change
