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šŸ–¤ Open Works #21 Our CTO just quit. Now what?

Every edition we solve a people and culture problem, crowd-sourced from the Open Org community.

Welcome to Open Works. Every edition we solve a ā€˜people and culture’ problem crowd-sourced from the Open Org Community of 400+ Startup and Scale-up People Leaders.

šŸ’­ This Week’s People Problem

ā

Our CTO just quit, and now I’m in crisis mode. Team’s nervous, key projects are hanging by a thread, and we haven’t got a succession plan in place. What now?

People Leader | 88-Person | Self-funded | Game Dev Studio

šŸ–¤ Our Take on How You Solve It

šŸƒ TL;DR

A respected leader leaving can feel like a crisis. Here’s how to manage it:

1ļøāƒ£ Stabilise —communicate fast and transparently.
2ļøāƒ£ Assess immediate gaps—who can step in, and where are the risks?
3ļøāƒ£ Plan for the future—identify what kind of leader you need next.

Let’s break it down. šŸ‘‡

🚨 Step 1: Stabilise

AKA - Time to channel your inner Arya.

People Leaders when their CEO slacks them with the news…

When a respected leader leaves, the biggest risks are uncertainty and rumours. People want to know: ā€œWhat does this mean for us?ā€

What to do immediately:

  • Share the news early: Cut through the grapevine. Be blunt about what’s happening, what it means, and what’s coming next.

  • Reassure about what’s staying the same: Highlight what isn’t changing—core projects, goals, priorities, and who’s still in charge of what. The team needs to feel grounded.

  • Share the news quickly: pip the rumour-mill to the post. Be transparent about what’s happening and what’s next. Example:

Team, I want to let you know that {Leader} is moving on from the company. We’re incredibly grateful for everything they’ve contributed, and we’re committed to making this transition as smooth as possible for everyone.

In the meantime, {Person X} will be stepping in to own {critical project A}. Expect a full update from us on the transition in {timeframe}. Thanks for your understanding and support as we navigate this.

– CEO
šŸ’”Pro Tip: Work with other leaders and/or people managers to set up short, regular check-ins. No one likes being left in the dark, and it builds trust to communicate regularly, even when you don’t have all the answers.

šŸ› ļø Step 2: Assess Immediate Gaps

The next few days are critical. Who’s stepping in? Where are the biggest risks?

Practical steps:

  • Pinpoint the gaps: Break down the leader’s responsibilities into short-term chunks. Who on your team can take over these pieces? Is there an opportunity to position this as an interim trial of the role for a rising star, buying you time to test fit and giving them an opportunity to show their capability

  • Where are the risks? Is a project at risk of stalling? Is team morale a risk or has this been a long time coming? Prioritise these high-impact areas.

🌱 Step 3: Plan for the Future

Once the immediate chaos is under control, it’s time to think long-term. You need a leader who can take the team to the next level—not just fill the gap left behind.

Key questions to ask:

  • What do we actually need? As your company scales, the type of leader you need may have changed. Be clear on what leadership looks like for your next phase.

  • What gaps did the last person leave? Use this as an opportunity to level up. What skills or mindsets are now critical that weren’t before?

  • Can we promote from within? If not, be real with the team about the search process. It helps set expectations and keeps morale high.

šŸ’”Pro Tip: Involve the team. Ask them what they need from the new leader. It’s a great way to manage expectations and ensure the new hire fits.

āœ… Key Outcomes

By following this approach, you’ll:

  • A team that isn’t spiralling, but focused and aligned.

  • Confidence in your ability to plug immediate gaps.

  • A clear vision for the next leader—and hopefully, a better hire than before.

šŸ“šļø Good reads relating to this problem…

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