201| Members only resource. The timing for the changing of the guards is dependent on how suddenly the position is vacated, how comprehensive and time-consuming the search ends up being, and how quickly a new leader can accept the appointment. Often an interim management solution is necessary to ensure continuity and to avoid a loss of momentum.
201| Members only resource. It sounds straightforward, yet as everyone knows, the work of a search committee tasked with finding a new chief executive can be fraught. Identifying which applicant will best match the chief executive position description turns out to be only part of the job. Figuring out, collaboratively and collectively, who is the right leader for the organization is the ultimate goal, and it can be as difficult as it is crucial.
201| Members only resource. The board is responsible for finding and keeping the person most suitable to manage the organization. This task is not an isolated task. It is an essential part of succession planning — a proactive process to keep the management constantly aligned with the strategic framework of the organization.
201| Member resource. Chief executive succession planning can strategically position an organization for success before an expected or unforeseen departure.
201| Members only resource. Some organizations traditionally divide the executive leadership duties among two or more individuals. Others choose this option as an innovative way to structure management or to get through a strenuous period before the right person is found to manage the operations. Co-executive leadership, however, does not come without challenges. Duties and relationships need special attention. Both chief executives and the board must feel comfortable about the arrangement.
101 | Community resource. A chief executive employment contract provides security to both the executive and to the board, and makes absolutely clear the details of the compensation arrangement and the mutual expectations of the two parties.
101 | Community resource. Smart CEOs/executive directors acknowledge that they will leave their organization at some point. Read on to learn how CEOs can manage their retirement and prepare themselves and the organization for the next step.
101| Community resource. “Founderitis” and “founder’s syndrome” are terms often used to describe a founder’s resistance to change. When founderitis surfaces, the source of the dilemma often is a founder’s misunderstanding of his or her role in an evolving organization.
201| Members only resource. Whether a chief executive leaves suddenly or after a previously specified time period, the board has a major job in finding the next leader of the organization.
201| Members only resource. It is not unusual for a board member to be interested in a staff opening in an organization. The board member may feel that she has the necessary skills and previous experience with this nonprofit. However, when a board member wants to move from governance to management or administration, it is important to follow fair hiring procedures and avoid any preferential treatment.
201| Members only resource. The chief executive is responsible for the overall administration and management of XYZ, including service programs, fundraising, and business operations. The job description outlines the areas of responsibility include planning and evaluation, policy development and administration, personnel and fiscal management, and public relations.
201| Members only resource. There are many ways to keep former board members involved in a nonprofit. It is more difficult to define the role of a departing chief executive. Is it appropriate to invite him or her to stay in close contact? Should a former chief executive join the board? Before answering these questions, it is wise to clarify the relationship between the former chief executive, the new chief executive, and the board.
101 | Community resource. There are few board responsibilities more important than hiring the right chief executive, as any board member who has had to remove the wrong one knows. And yet, even smart boards mess up the hiring process. Here are five common mistakes, ranging from least to most problematic, and tips on how your board can avoid making them.
301| Members only resource. Nonprofit leadership transitions can be risky. Organizations seeking new leadership have, essentially, three choices: grooming an inside candidate, which is fairly uncommon; or seeking an outside candidate either from within or outside the nonprofit sector. This paper will focus on outside-candidate transitions.