When Replacing a Long-Standing Executive Director - Don't Forget About the Exit Plan!

When a board succession plans for a departing, long-time Executive Director - most of the attention is focused on the recruitment and onboarding of the new leader...and rightly so. With that said, a critical (and almost always overlooked) component is the exit-plan of the outgoing leader. Following are two essential tips for you to consider:

1. Capture Institutional Knowledge
When any leader exits an organization - untold amounts of institutional wisdom and knowledge leaves as well. And while fresh leadership is often a positive - it can usually be optimized when key institutional knowledge can be retained. This information can include processes, professional networks & relationships, expertise, etc. If the exit is framed by advanced notice (such as a retirement), a multi-week plan to capture this wisdom can be advisable.

2. Set Terms of Exiting Leader's Continuing Involvement - or Lack Thereof
While most organizations make a clean separation with limited-to-no ongoing involvement - it can be advisable for the board to set clear expectations in advance. We occasionally see a retired leader continuing to participate despite the fact that it is a significant distraction and impediment to the new leader's onboarding. Even if a formality, it is a best practice to lay out the mutual expectations for the retiring leader.

Board Recruitment - Don't Forget Relocating Executives (& The Trailing Spouse)

Communities are regularly enriched when companies relocate/recruit executive leadership. These leaders have invariably served on nonprofit boards in their previous communities and will wish to establish new board relationships after arrival. In the majority of cases, these executives are accompanied by a trailing spouse who will also offer valued non-profit board talent and/or experience.

Boards should research the trustee's past board service to identify Mission Affinity. Certainly, an executive who has a history of serving museums and performing arts may not understand why they are being recruited by a children's services organization.

In the absence of an established relationship that can facilitate a relationship to the new executive - a phone call to the previously served non-profit's executive director and/or board chair can provide valuable insight into a prospective trustee's talents and passions. Further, if appropriate rapport is built during this call, this contact may even provide a highly effective introduction to the prospective board member.