Strategic Transition Plan for Hiring

STRATEGIC TRANSITION PLAN FOR HIRING A NEW SAMARITAN CENTER EXECUTIVE DIRECTOR

The planned departure of the executive director of the Samaritan Center represents a major organizational transition. A leadership transition of this consequence creates increased challenges and opportunities for the Board of Directors whose responsibility it is to authorize and oversee the hiring of a new executive director. The board must assess wisely and accurately the kind of leadership the Center needs as it goes forward in the context of the internal and external challenges affecting the organization. Managed effectively this transition can lead to new organizational energy and resourcefulness.

The Samaritan Center board of directors has four essential responsibilities in this transition: a) Overseeing the transition from current leadership to new leadership b) Deciding the kind of transition that best fits current circumstances c) Articulating the qualities, competencies, and duties of an executive director in the form of a job description that can be used to recruit someone to this position; and d) Organizing and implementing a search for a new executive director.

This document describes a series of actions to manage these responsibilities, listed here as sequential steps that are to some extent overlapping.

STEP I: MANAGE THE LEADERSHIP TRANSITION

A. Transition Team  A transition team will be appointed by the Executive Committee of the Board to oversee all aspects of the transition, and will work under the authority of and in consultation with the Executive Committee  Charge: to function as the overall agent for managing the transition; to appoint and provide a charge for a New Executive Job Description Committee; to appoint and provide a charge for a New Executive Director Search Committee; and to consult with and give final approval to the work of these committees.  Seven voting members. A staff representative, without voting privileges, will be assigned to the committee to provide administrative assistance for the transition team.  In all instances, the transition team and the sub-committees it appoints shall have a clear understanding of what their tasks are and the timelines for their completion.

B. Ending with the Current Director  Formally announce the executive director’s leaving, attached to a specific date  Plan for the director’s leaving  Conduct an exit interview with the departing director  Conduct interviews with remaining staff members  Prepare a celebration of the departing director’s contributions C. Beginning with the New Director  Welcome the new executive director  Introduce the director to the community  Arrange opportunities for the director to make public presentations  Plan a formal installation ceremony  Arrange meetings with the new director: to cushion the transition; to provide guidance and support as needed; and to establish good communications linkages to the Board  Be alert and responsive to problems that may be created by the appointment of the new director, particularly with staff and board members

STEP II: DECIDE ON A STRATEGY FOR REPLACING THE EXECUTIVE DIRECTOR

The decision about how to proceed in the search and replacement process is a task for the Transition Team. This step acknowledges the complexity of the leadership change.

Option One: Search for and appoint a new director to take office when the departing director leaves. Option Two: Search for and appoint a successor director during the transition to prepare for the new position when the current director leaves. This option builds in a mentoring process for the new director candidate. Option Three: Search for and appoint an interim director for a designated period to provide continuity when the current director leaves and to allow more time to choose a successor. The interim approach might also take the form of a “management team” as the interim structure.

Three issues in particular are likely to drive the decision on which of these options to adopt:

1. What program commitments will the Center have at the time of the transition? Finding a new director who can take the Center forward with clear authority and vision might argue well for Option One. If the urgency of succession may not be as great, an interim leader to give the board and the staff time to sort through the vision for the future, and to put a buffer between the departing executive director and his successor, might be the best choice.

2. What is the talent pool of persons qualified to be the executive director? And how are these persons to be identified and evaluated for the position? Option One may work well if viable candidates are available and seek the position. Option Three may be better if the talent is not immediately available, and if more clarity and time are needed to determine the Institute’s future.

3. What staff and financial resources for program implementation are available as the transition unfolds? Should the board be thinking of a top-down strategy or a bottom-up strategy for building staff strength and leadership? Also, because so much of the financial health and management of the Center has been in the hands of the current director, how will these responsibilities be passed on and parceled out to a new administration? Staff size and leadership along with available financial resources must be considered in choosing a transition option.

The chart on the next page summarizes some of the advantages and disadvantages of each of the options. ADVANTAGES AND DISADVANTAGE OF THREE OPTIONS

Option One (direct Option Two (mentoring) Option Three (interim) replacement) Clear-cut leadership change Overlap structure to prepare Time to evaluate when the director leaves candidate for full leadership organization, leadership will reassure the community responsibilities. Continuity priorities, & to find the right and sponsors about Center built into mentoring process. talent. Continuity through continuity. temporary leader. An opportunity for new An opportunity to chart new Longer time frame for leader to chart a fresh directions through charting new directions. course. mentoring. Single search process (all of Possibility of repeating Double search (interim, then the eggs in one basket). search (if the candidate does for a continuing executive not fit) director). Puts a premium on an Puts a premium on Emphasizes search for effective search process for a identifying candidates likely special talents of an interim fully capable candidate. to succeed with mentoring. and clarity about the interim process. Higher risks for the Center Reduces risk to both parties Delays the risk, giving more & successor to find the right because training is built in. time to assess needs & fit. talents. Must have confidence both Requires knowledge of what Requires knowledge of what in knowing what the the position requires with an interim should do and a position requires and in the provisional assurance about plan for moving from availability of talent to fill finding a viable candidate. interim to permanent the position. leadership.

Choosing a strategy for making the transition sets the stage for proceeding with the transition process: Step III – writing a job description for the new executive director; Step IV – interim management if needed; and Step V – a search process for a new director.

STEP III: WRITE A JOB DESCRIPTION FOR THE EXECUTIVE DIRECTOR

Appoint a New Director Job Description Committee  Three persons appointed by the Transition Team  Charge: to draft a job description (date certain) for Transition Team and Executive Committee approval Sources of Information  Current executive director job description  Current strategic plan  Interviews with current director and staff members  Interviews with Board members  Job descriptions and perspectives from other comparable nonprofit organizations

Issues to Consider  What is the main thrust of the director’s leadership?  What must the director be able to do well to be successful? What other competencies will complement successful leadership?  Will the director hold mainly executive and management responsibilities, or will program responsibilities also be part of the job description?  What is the compensation plan?  Are key constituencies acknowledged in the job description?  Is the job description consonant with the Center’s mission and vision statements?

STEP IV: INTERIM MANAGEMENT

Interim management is the task of the Transition Team. This step is implemented if the strategy is to appoint an interim director or interim management team; otherwise, go to Step V.

1. Create a plan for staff continuity and support during the interim following the current director’s departure. Ask a member of the transition team to serve as a liaison with the staff as the change in leadership takes place.

2. Work with the New Executive Director’s Job Description Task Force to develop a job description for an interim director that modifies the work the task force has already done. These modifications focus on several issues: a. Anticipated length of the interim period b. Maintaining the organization, the program, the staff, and network relationships c. Close partnership with the board through the transition team d. A clear statement of goals and objectives for the interim period

3. Organize a search for an interim executive director. The nature of the search will depend on the job description, the length of the interim period, and the proximity of viable candidates. Procedures outlined in Step V may be tailored to fit this search.

4. If a management team approach is chosen for the interim, there will need to be a clear statement of the following: a. the design of the team arrangement b. the functions and responsibilities of each team member; c. the goals and objectives of team management for the interim period; and d. how the transition to a continuing director will be made

5. Recommend an interim director for Board approval. Alternatively, recommend an interim team management proposal for Board approval. 6. Approve a transition budget. The Board will have the responsibility to raise additional funds for the transition if needed.

7. Keep the Samaritan Institute, foundations, contributors, and community sponsors informed about the appointment of an interim executive director and current Center activities.

STEP V: IMPLEMENT A SEARCH PROCESS FOR A NEW EXECUTIVE DIRECTOR

1. The Transition Team will appoint an Executive Director Search Committee: a. Five members b. Charge: organize and implement a search process, and propose one or more candidates for the position of Executive Director through the Transition Team to the Board by (date certain). Follow the instructions of the Transition Team regarding: how extensive a search, budget for advertising/candidate visits, staff participation, etc. c. Assign a timetable for each task in executing this charge

2. Describe a search process in writing that will guide the work of the search committee, and review it with the Transition Team before proceeding. The plan should have some or all of the following elements, in whatever detail that seems appropriate: a. Review the executive director’s Job Description (Step III). Make needed changes and updates b. Describe the ideal candidate. This profile can be used in the interview process. Write a short paragraph for use in advertising the position c. Prepare an employment package: terms of employment, compensation range, employment benefits, budget for moving and relocation expenses d. Advertise the position and invite resumes e. Prepare procedures for responding to resumes and for communicating with eventual candidates f. Screen resumes. Prepare a screening instrument to evaluate respondents. Select potential candidates g. Check references h. Conduct background checks i. Schedule interviews and prepare an interview procedure j. Develop a “short list” of viable candidates k. Recommend an individual candidate to the Transition Team for its approval or for further deliberation

2. Implement the search process and make course corrections if necessary.

3. The Board will appoint a new executive director based on its assessment of the Transition Team’s recommendations.