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.

CEO Search Committee Debate - Who's on the Roster?

When a nonprofit organization faces a leadership change, it will typically form a search committee charged with optimizing the recruitment and transition process. Committee formation, however, is rarely without incident and must occur around the central question - Who Should Be on the Search Committee?

BOARD PARTICIPATION
The committee must be anchored by a strong chairperson - ideally a well respected board leader who is prepared to facilitate a process filled with challenge and debate from all spectrums of the organization.

In addition to chairperson, the search committee should also include:

• Current Board Chair
• Current Board Vice-Chair or whomever is anticipated to succeed the Board Chair
• Member(s) of the executive committee

STAFF PARTICIPATION?
In almost all cases, we do not advise including staff on the search committee with the exception of a trusted, senior staff person who will not interfere with the board's efforts. We are often surprised at how often organizations will include staff on a search committee - at a minimum resulting in frustration and too often resulting in regret.

WHO ELSE?
In instances where an organization has a long-standing partnership relationship with a funder, inclusion of that funder on the search committee can optimize the search process in several ways. Perhaps most significantly, funder participation furthers the relationship and enables the committee to evaluate the candidates from the all-too-critical funders' perspective.

WHAT ABOUT THE OUTGOING CEO/EXECUTIVE DIRECTOR?
Generally, we advise against the inclusion of the outgoing executive with certain exceptions wherein it is beneficial to involve the outgoing leader. However, it is often advisable for the outgoing leader to participate in certain elements of the process such as assisting with the needs assessment and position profile development.

TAKEAWAY
It's difficult for a search to succeed if the search committee isn't properly formed. Be certain to include members that will optimize the committee's ability to evaluate candidates along with expanding the networking reach of the committee.