After I published my last post about why CEO overlap often backfires, several colleagues reached out with stories of overlaps that worked. They found the overlap accelerated their learning and helped them avoid land mines they might not have seen for months. Those examples had a clear pattern. The overlap did not “just happen.” It was designed.

Good overlap starts on paper.

In every successful story, the outgoing CEO wrote things down. They captured the history of key decisions. They summarized major programs and partnerships. They flagged sensitive issues and unfinished work. They did this in documents that the incoming CEO could read before or during the first weeks.

The written record gave the new CEO time to absorb the information at their own pace. They did not have to sit through hours of narration or try to remember everything from one long conversation. They could return to the documents later, once they knew which pieces mattered most.

Conversations focus on the big topics.

The best overlaps did not rely only on documents. The two CEOs also scheduled one to two hour meetings with a clear purpose. They covered three types of topics:

• Context for major decisions that still shaped the organization.
• Guidance on informal power dynamics.
• Known decisions that would land in the new CEO’s lap within the first six to twelve months.

The outgoing CEO explained why certain choices had been made and who had strong feelings about them. They pointed out where influence really sat, beyond what the org chart showed. They highlighted upcoming issues that needed attention. That kind of context helps them see the terrain.

Everyone knows who has autority.

Another consistent feature in the positive stories was clarity about roles during the overlap. The board, the outgoing CEO, and the incoming CEO agreed on a simple RACI chart or equivalent. It spelled out who would make decisions, who should give input, and who only needed to stay informed. It is key that:

• The new CEO has authority.
• The outgoing CEO moves into a consultative role.

Staff saw this in action. When decisions came up, the new CEO led. The outgoing CEO offered history and advice, but did not step in front. That visible alignment reduced the confusion that so often plagues overlap.

The new CEO helps to shape the plan.

One more ingredient mattered. The overlap plan did not arrive as a finished product. The incoming CEO helped to decide how many meetings they needed, which topics to cover, and what kind of documentation would be most useful. They had room to say, “I would rather read a memo than sit in a three-hour walkthrough,” or “I need more time on board dynamics than on operations.”

That choice is important. It signals that the role truly belongs to the new leader. The overlap exists to support them, not to extend the old CEO’s control.

When both leaders agree, overlap has real power.

So, can CEO overlap work? Yes. Under the right conditions.

• The outgoing CEO documents the history and the details.
• The two leaders invest in a few deep conversations about the big issues.
• Authority sits clearly with the new CEO while the outgoing CEO advises.
• Both leaders help design the plan and agree to how they will show up.

When those pieces are in place, overlap can become a powerful accelerator instead of a drag on the transition.