A+ Coaching

How do I position the organization for a successful transition?

First and foremost, regardless of why you are leaving the organization, be very strategic about helping the next person in line.   This will leave a legacy that will live well beyond your influence and help the next leader achieve greater success for the mission in which we passionately led. (believe me, I know how hard this can be in some circumstances)

Make a notebook for the new person that includes valuable things such as,

1.  Strategic plan and where you are at with it, challenges and opportunities as you see them.  An operation plan for the year if you have one
2. Overview on staff and their values, gifts and struggles from your viewpoint
3. Overview on programs with opportunities and challenges
4. Quick look at the top donors to focus on and anything you don’t want in the database
5. Overview of board members and their strengths and weaknesses from your opinion
6. Key passwords or where to find key information
7. Insights on overall opportunities and obstacles that you think would be helpful

Second, let them know that they can reach out to you.   I have never left a job without an invitation to reach out if needed.    Whether or not you leave in the best of terms, the new person is not responsible.

Board members!!   As an executive director, it is our job to help the board transition this leadership position to ensure the well being of the organization that touched our souls. Let’s take a look at some thoughts for the board’s journey on finding a new executive director. Here are some thoughts for your board members.

First and foremost, take a time out from the immediate, get a body into the position mentality – a board member, a staff person, a program officer, anybody!   You could set your organization back.   There are interim opportunities out there with people who know how to operate a non-profit.  Not only will that keep the organization running more smoothly, but it will allow for you to take a step back, communicate with that interim position for a third-party review of the organizational needs and strategic plan, and be strategic in your next hire.

Transition is also a good time to review the culture, values and workings of the organization.   I worked with an organization that promoted from within, only to discover the person totally shifted the mission because of her values, not the combined values.  Yet another organization hired a board member, and when the new ED arrived, staff thought going to board members was an acceptable process and eroded the strength of the new leader.  These organizations struggled as a result.   

I suggest finding an interim solution preferably from the outside without any expectation of getting the job.   Then creating a committee for the search and focus on questions like the ones listed below. 

• Are we on track with our strategic plan?   Do we even have one?  
• What core skills are missing in our current staff setup that could be a key trait for a new leader? 
• What values are critical to us as a board and how will we include that in our interview?
• How does the board reward and motivate good leadership?
• How can we improve our partnership with a new leader?
• What are our expectations of this person?   Realistic?
• How will we create a culture of learning, growing and mentoring the new leader?
• What leadership skills are the most important to our board?
• What questions can we ask in interviews that identify mindset, values, leadership strength, and alignment with our collective mission?  
  • Questions like:

1. What are your four key values that guide your life?
2. How does the mission of this organization fit with your values?
3. Describe what you think are the qualities of modern-day nonprofit leaders?
4. Think of a time in your life when you failed.  Describe how you handled and what you learned?
5. Describe a time when you balanced donor expectation with board demands and employee care?
6. Describe how you mentor employees and build leaders on your team?
7. How have you meet or exceeded goals that were challenging in the past? Explain
8. How do you grow as a professional?
9. Describe the culture you would like to see
10. How do you show your team you value them? 
11. How do you see your role in relationship to the board’s role?

The executive director position is key to the success of the organization.   This person becomes the face of the organization.   It is not a position that can be filled short term by a volunteer or an untrained staff member without consequences.