3 Action Steps for Rocking Leadership Transition in a Nonprofit

I work with many nonprofit clients that are in transition. Often, there is new leadership and the organization very much needs to find its feet and build momentum during this important period.

After all, change is hard and, even when that change is needed and wanted, there is always a settling in period that adds to the difficulty.

For example, I've seen many search committees do a wonderful job of clearly articulating the type of leader the organization needs, recruiting and hiring that person. However, once the new leader is in place, boards sometimes forget the future vision that had driven the search process and the organization goes back to operating under the old rules and ways of engaging.

This situation creates a disconnect for the new hire, and for the organization too, and needs to be addressed immediately so that the new leader can lead the organization with confidence and also with the support and collaboration of the board.

Fortunately, there are three action steps a new leader and board can take together that will confirm the future vision of the organization and put everyone involved on that path.

The 3 Action Steps for Successful Leadership Transition in Nonprofits

Articulate Strategy: If your organization has a strategic plan, revisit that plan and get very concrete about how the new leader is going to execute the plan, as well as how the board will support both the leader and the plan. If there isn’t a strategic plan in place, set strategic priorities for the organization and for the new leader. I often guide nonprofits in creating a 100-day plan for the leader because I've found that putting a specific time frame around the transition period brings sharper focus, puts more emphasis on action and encourages the board and team to rally around and truly stand behind the new leader.

Assess the Skills of the Board: Leadership transition provides a great opportunity to assess whether or not the board has the requisite skills to support the organization in the future. Chances are that the board did not hire an exact replica of the organization's former CEO. So why would you expect (or want) your board's skills and experience to remain the same. Take a look at the search criteria and job description the search committee used to identify the right new leader for the organization and determine what needs to change at the board level to reflect and support that criteria and the goals the new leader is being tasked with achieving. Often new skills and experience need to be added to the board for the new leader and the organization to be successful.

Examine Board Tenure: All too often, boards do not enforce term limits or they make exceptions for “founding” board members. Leadership transition is a good time to look at the tenure of your board members and realize that all nonprofits struggle to retain the institutional knowledge of their board members as they are in the process of recruiting new members who bring fresh ideas and perspectives. Hiring a new leader provides a perfect opportunity to encourage long-term board members to find new ways to support the organization – perhaps through the creation of a non-governing advisory council. The bottom line? Every board needs to adhere to term limits as a way to keep the board current, relevant and vibrant.

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