When "Taking It One Day at a Time" Isn't Enough: Succession Lessons from Norman's Rare Guitars
The Common Refrain of Denial
"Norman doesn't have an exit strategy. We just take one day at a time. We hope that if anybody would take over the store, they'd keep the same employees. He's built up a reputation of honesty, trust, fairness, and trust. People rely on him."
Sound familiar? This statement from Norman's Rare Guitars documentary reflects what I hear constantly in my work with nonprofit leaders. The denial and refusal to prioritize any form of succession planning remains remarkable.
“Leaders build incredible organizations, develop deep expertise, and cultivate decades of relationships—yet leave their legacy to chance.”
When Health Forces the Issue
Throughout the documentary about this world-renowned guitar shop, we witness the undercurrent of concern about what happens when Norman Harris, the beloved founder, is gone. This anxiety becomes acute after a health scare—Norman was diagnosed with a rare form of cancer in 2022 while filming the documentary.
Consider this exchange between two people interviewed:
"How do we keep that NRG trust when Norm is gone?"
"When he's gone? You mean...like retire?"
"I mean it's inevitable that he won't be here one day."
"I don't know whether that's a very sad thought for me."
The hesitation to even discuss succession is palpable. It's a conversation filled with denial, fear, and avoidance.
Everyone Has an Opinion—Except the Person Who Matters Most
Professional guitarist Tim Pierce states, "I can't imagine this store, or my life, without Norm. He's not replaceable. I'm glad there's a record of who he is and what he's done. That will make it easier to talk about him in 50 years."
Meanwhile, Lenny Kravitz offers wishful thinking: "I'm sure he's got people who will look after the business, who he's trained to continue on. I hope the business will continue on into the future for young players to discover."
Notice the pattern? Everyone has assumptions or hopes about succession, but no concrete knowledge of an actual plan.
The Identity Crisis of Succession
One of the most revealing comments comes from Norman's daughter Sarah Edwards, who says, "I tell my dad, 'I want you to retire. You're getting older,' but he's not him without that store. He doesn't have an identity without that store. It's his life."
This cuts to the heart of succession planning resistance. Many leaders have completely fused their identities with their organizations. The thought of stepping away triggers an existential crisis—who am I if not the leader of this organization?
The Successor's Burden
The staff members understand the weight of succession: "We know what Norm wants, so it's up to us to do it. We'll have to keep Norman's standards. Use his eyes to buy stuff, and his way of working, and his love of really cool stuff."
This reflects another common succession planning problem—the impossible standard of replicating the founder. No successor can be Norman. Succession planning must acknowledge this reality and create space for the next generation to honor the past while adapting for the future.
The Legacy Question
In perhaps the most poignant moment, Norman himself reveals his anxiety about the future:
"I thought my work was the main thing to do. Looking back, I wish I would have done some different things. The store's future is up for grabs. When I'm gone, I hope these guitars continue to make beautiful music for people. I hope the business wasn't for nothing. My kids aren't interested, so I'm gonna have to find somebody that loves the business and will treat it like I did."
He concludes with uncertainty:
"I love this store. I hope when time goes by, people will continue to play these guitars and make good music on them. I hope it goes on. Love you all."
And then we learn in the closing credits:
"Norman has no plans to retire."
Breaking the Cycle
The Norman's Rare Guitars scenario exemplifies common succession planning failures:
Denial of mortality and inevitability
Waiting until a health crisis forces the issue
Lack of transparent communication about succession
Complete fusion of personal identity with organizational role
Unrealistic expectations for successors
Nebulous, hope-based planning instead of concrete steps
Mission-Driven Succession Planning for Nonprofits
For mission-driven organizations, succession planning carries unique challenges that go beyond those faced by businesses like Norman's Rare Guitars. Here are nonprofit-specific approaches to replace the "take it one day at a time" strategy:
Honor the mission above individual leadership: Unlike Norman's personal ownership, nonprofits ultimately belong to their missions and communities. Succession planning should prioritize mission continuity over personal legacy.
Engage the board proactively: Nonprofit boards bear the legal responsibility for leadership transitions. Establish a board succession committee that regularly reviews and updates transition plans—both emergency and planned.
Consider interim leadership strategically: Many nonprofits benefit from professional interim executive directors during transitions. This creates breathing room for thoughtful search processes and organizational reset if needed.
Address founder's syndrome directly: When founders or long-term EDs define the organization's identity, boards must acknowledge the psychological and practical challenges of transition. Facilitated conversations about organizational identity separate from founder identity are essential.
Plan for funding transitions: Funder relationships often reside with executive directors. Create intentional opportunities for program officers and major donors to build relationships with multiple organizational leaders and board members.
Document donor and community relationships: Unlike Norman's approach, nonprofits can't afford relationship knowledge to walk out the door. Ensure your donor database and community partnership documentation is thorough and accessible.
Preserve institutional knowledge: Document key procedures, grant histories, program evaluations, and administrative systems. Create a leadership transition manual that provides critical context, passwords, and protocols.
Address staff concerns transparently: In the documentary, Norman's staff expressed uncertainty and anxiety. Nonprofit transitions impact organizational culture significantly—acknowledge this openly and involve staff appropriately.
The Stakes Are Higher for Nonprofits
While Norman's guitars will find homes regardless of his succession plan, the communities served by nonprofits have no such guarantee. Your organization's work may address hunger, housing, education, or healthcare needs that won't pause for a rocky leadership transition.
The people who depend on your services deserve more than hope as a strategy. They deserve organizations that plan for leadership continuity with the same commitment shown to program quality and fundraising.
“When a nonprofit pushes aside succession planning in favor of “taking it one day at a time,” they aren’t just risking organizational stability—they’re potentially abandoning vulnerable communities who depend on their services.”
Your mission deserves a thoughtful transition plan. Your staff deserves the security of knowing the organization can survive leadership changes. Your community deserves the assurance that the services they depend on will continue without interruption.
Succession planning isn't about your departure—it's about your mission's future.
For support with executive transitions and succession planning for your nonprofit organization, contact us or visit our Services page to learn more about our Leaving Well services.