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Managing Transitions in Leadership Managing Transitions in Leadership Finding and Keeping a Great Executive Director A Guide for Boards of Directors of Conservation Organizations Written by Dyan Oldenburg, TREC Executive Director and David Thomson, and Dan Schwab, TREC Senior Associates Our thanks to Wilburforce Foundation for its generous support of this guide Managing Transitions in Leadership Finding and Keeping a Great Executive Director A Guide for Boards of Directors of Conservation Organizations by Training Resources for the Environmental Community Introduction TABLE OF CONTENTS The Purpose of This Guide.................................................................... 2 Executive Summary...............................................................................3 Introduction: The Art and Science of the Board/Executive Director Section 3: Addressing Executive Director Transition: Turnover, relationship.......................................................................................... 4 Resignation and Termination 1. Introduction........................................................................ 37 Section 1: The Executive Director Hiring Process 2. Address short-term transition responsibilities....................38 1. Introduction....................................................................................6 3. Develop a plan for Executive Director transition................ 42 2. Before you begin, take stock...........................................................6 4. Deciding to terminate the Executive Director..................... 46 3. Get organized for the hiring process.............................................. 9 5. Essential steps prior to termination....................................49 4. Develop outreach materials and plan your search......................... 13 6. Plan for the termination discussion.................................... 53 5. Evaluate prospective candidates.....................................................16 6. Complete the hiring process...........................................................18 Section 2: Once your Executive Director is hired: Appendix: Templates, tools, links and resources — TREC has Working with the new ED created many tools and template to help you implement this 1. Introduction....................................................................................20 guide. If you are a Wilburforce grantee, contact us for more 2. Clarify the role and authority of the new Executive Director......... 21 information. 3. Focus on the first 100 days............................................................ 24 4. Develop comprehensive work plans and goals.............................. 25 5. Evaluate the Executive Director’s performance............................. 27 6. Provide feedback and confront issues............................................32 7. Create a positive long-term relationship........................................36 Copyright © 2012 TREC Managing Transitions in Leadership - page 1 The Purpose of this Guide TREC ED Dyan Oldenburg and TREC This workbook provides both Boards and Executive Directors an understanding of what is required Senior Associates David Thomson to effectively hire, manage, support and when necessary, replace an Executive Director.Our goal and Dan Schwab will offer helpful is to provide you the understanding, tools and guidance to make this process as straightforward and tips throughout this guide manageable as possible. These materials have been developed over a period of years by Training Resources for the Environmental Community (TREC). They are based on our direct experience working with dozens of conservation organizations throughout western North America. The scope of this document is meant to be comprehensive, and you may never utilize its full resources. However, this “big picture” approach and the supporting documents we provide should give your Board, and especially your Board Chair and Search Committee, a clear sense of the scope of their responsibilities in working effectively with your Executive Director. For Executive Directors, this document will provide a sense of what you should expect and ask for from your Board to generate ongoing success in your leadership role. We encourage you to take a proactive stance with your Board, creating a mutual understanding of everyone’s roles and responsibilities. Your staff, partners and stakeholders will all benefit from this strong and dynamic relationship. Call TREC for help with your Executive Director search, hiring and transition questions.We have assisted many organizations with outreach and selection of Executive Directors and transitions between leaders. We can provide confidential support of many kinds. For more information, contact TREC Executive Director Dyan Oldenburg at 505-986-8400 or [email protected] DISCLAIMER Personnel issues such as hiring and termination come under the jurisdiction of numerous State, Provincial and Federal laws. Training Resources for the Environmental Community (TREC) is not representing the information that follows as legal advice. You should always seek appropriate legal counsel and consult relevant legislation in your jurisdiction before undertaking any hiring, disciplinary or termination activity. Copyright © 2012 TREC Managing Transitions in Leadership - page 2 Executive Summary The relationship between the Executive Director and Board of Directors of any non-profit organization is vital to the success of its mission. This partnership is certain to be dynamic, time sensitive and rich in possibilities. Recruiting, interviewing and hiring the Executive Director are among the most important tasks of the Board. A well thought-out and implemented process is most likely to lead to positive outcomes. The time, attention and skill involved in this process are often underestimated. Once hired, the Board has additional responsibilities in helping the new Executive Director succeed in her role. The Board has many opportunities to assist the ED in acclimating to her new position, and to help her execute the organization’s strategies. Many of the ED’s specific duties in meeting your mission invite active involvement from the Board, especially at the beginning of the new ED’s tenure. Transition to a new Executive Director requires added thoughtfulness and planning, as it includes issues of transferring information to the new ED as well as successfully moving the former ED out of the organization. Transition can occur for many reasons, and Board members are advised to pay attention to the myriad factors that can lead to the ED leaving the organization. It is a Board imperative to act in ways that are thoughtful and legally defensible in a range of transition scenarios to ensure the continuity of the organization. If the Executive Director is terminated, complex and challenging situations can arise. The Board is well served to be fully aware and willing to act on any potential issues that might lead to termination before they reach a critical stage. This Guide provides an overall perspective on these issues. TREC can also provide a range of tools, templates, articles and links to help both your Board and Executive Director establish and maintain the excellent working relationship needed to advance your organization’s mission and contribution to the community. If You Are a Wilburforce Grantee, Do Call TREC for Help We have assisted many organizations with Executive Director search, hiring and transition questions. We can help with outreach and selection of Executive Directors and transitions between leaders, as well as advice for maximizing the relationship between the ED and Board. Copyright © 2012 TREC Managing Transitions in Leadership - page 3 Introduction: The Art and Science of the Board/Executive Director Relationship When hiring a new ED, many nonprofit Boards of Directors place great emphasis on securing a highly skilled and qualified individual, and place lofty expectations on what he is asked to do. Sometimes these expectations are highly unrealistic. Perhaps as a result of these high expectations, once the Executive Director is in place, Boards often fail to effectively and sufficiently direct, manage, support and evaluate the new ED. This can leave the ED without adequate guidance, especially in the critical early phase of his tenure. All too often, when conflict or significant performance problems arise, it is too late for the Board to appropriately correct the ED’s course of action. A key opportunity for a Board to ensure the effectiveness of their Executive Director is in the hiring process.This requires Boards to invest significant time and energy in searching for, interviewing and hiring the most suitable person for the Executive Director job. Despite the time required, this is the best strategy to avoid difficulty and disappointment down the road. Invest the time that is needed to secure the best possible hire. TREC often has to caution search committees to slow down the process and invest the time needed to secure the best possible candidate. Providing guidance to the ED is an important role of the Board Too many Boards allow their Executive Directors free rein, The Board has considerable influence in overseeing areas of the Executive Director’s job performance. allowing them to exceed their This input is critical at the beginning of the ED’s tenure but extends throughout her time with the mandate in managing the organization. Appropriate oversight and assistance on the Board’s part includes strategic planning, program organization. If problems
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