Too often when a search committee has selected the organization’s new leader, they are weary from the work of the search. They then forget that getting the new leader launched is a critical last step of their role. Many organizations miss this important final stage of the process.
What will your launch plan be? How will you do announcements about the new person in the role? How will you plan for the arrival and orientation of the new Executive Director? What will the role of the outgoing ED be? How will information be handed off? Beware of the temptation of pointing the new person out the bathroom and wishing them well.
Outgoing executive director
Often the board will want the outgoing executive director to stay on and orient the new person in the role. While this is an understandable instinct, avoid having the former executive director stay on for too long. A short (1-2 week) overlap should be sufficient to get the new person acquainted with where they can find important information, etc. Then often the former executive director will be contracted to be on call as the new person needs their assistance. Leave it within the new person’s control how and when they reach out to the old executive director. If the old executive director stays on too long, board members and staff will likely continue to reach out to the former leader instead of the new leader. This undermines the authority of the new leader and stalls an effective transition.
Social network of the organization
How will you introduce the new leader to the key stakeholders of the organization? The outgoing leader can be helpful in this regard. Or board members could take on this role and provide introductions to key people. Ensuring key relationships continue to be nurtured is key in a transition.
Establishing new leader with the board
Early on the new leader will want to have a conversation with the board about expectations. What are the goals and targets for the first 3, 6, 12 months? How did the former executive director work with the board? What does the incoming leader see as their role and the board’s role? Getting clear about roles and responsibilities and expectations is a place where a facilitator can be helpful to ensure that a full conversation about these key topics happens.
Support & Feedback
How will the board provide ongoing support and communication to the new leader? What are the professional development goals for the new leader in the first year? Ensure there is a plan for regular feedback. How will the board provide feedback on performance and expectations?
Shying away from this important responsibility is easy for boards but too often a source of serious trouble. Plan to provide feedback at 90 days, 6 months and 1 year in first year. If this has not been a regular practice, building assessment and feedback in for both the board and the executive can provide useful data and early warning signals of trouble that can then be addressed before they become truly problematic.
Making a plan for onboarding the new leader is key. What are their goals? How will they connect with key stakeholders? How will they work with the board and how will the board provide feedback. Dig into these issues early for a greater likelihood of success.
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