Meier and Associates
Guidelines on Nonprofit Chief Executive Succession Planning
I.
Consider four types of chief executive transitions:
a. Temporary absence (e.g., under 90 days)
b. Temporary long term absence (e.g., over 90 days)
c. Permanent unplanned/crisis transition
d. Departure-defined transition
II.
Succession Planning vs Search
a. Succession planning is a proactive, ongoing process that boards
implement to create an environment where talented chief executives
can succeed, understand the institution’s current and future strategy,
and ensure preparedness for whenever a search process must be
implemented
b. A Search is an intermittent, timeline-driven process to identify and
hire a new chief executive
III.
Succession Planning in 6 Steps
a. Step 1: Be clear on the chief executive’s role vis a vis the board’s role.
Keep position description current.
b. Step 2: Agree on mutual expectations/roles.
c. Step 3: Conduct a board self assessment.
d. Step 4: Establish a constructive evaluation process for the CEO.
e. Step 5: Create a written emergency transition plan.
f. Step 6: Create a written departure-defined transition plan.
IV.
When Developing a Written Emergency Transition Plan, Consider:
a. Who is responsible for driving the emergency plan.
b. Identify steps to stabilize the organization:
i. What are the circumstances?
ii. Is the transition temporary or permanent?
iii. Engage legal advice as needed.
c. The desired timeline.
d. Who might serve as the interim executive:
i. From staff? Outside?
e. What must be in the communications plan:
i. Who will inform whom? When? How?
f. Begin the search process.
V.
When Developing a Written Departure-Defined Succession Plan, Consider
these Three Phases*:
a. Prepare: board ensures organization is ready to hire a new executive
b. Pivot: conduct robust search; hire new executive; address “legacy”
issues
c. Thrive: design & implement orientation and launch of new executive
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VI.
The Preparation Phase
a. Who drives preparation phase?
b. Who and how will an interim executive be selected?
i. From staff? Outside?
ii. Will the interim be eligible to apply for the job?
c. Conduct a sustainability analysis
i. *Identify the transition type:
1. “Sustained Success”
2. “Underperforming Organization”
3. “Turnaround”
4. “First Hire”
5. “Hard-to-Follow Executive”
d. Who appoints a search committee & chair?
e. How large? Committee composition?
f. What will be the Search Committee’s charge and level of authority?
E.g.:
i. Committee is to interview candidates & narrow to final 3
ii. Final 3 candidates to be interviewed by full board
iii. Board has authority to decide on final candidate
g. Determine general timeline
h. What must be in the communications plan?
i. Who will inform whom? When? How?
1. Board Members
2. Staff
3. Donors (big and small)
4. Partners
5. The community
i. Will the search be local? Regional? National?
j. Will a search firm be engaged?
VII.
The Pivot Phase (based on the sustainability analysis)
a. Will board select and engage search firm or handle search by itself?
b. How and where will job openings be posted?
c. How will stakeholders be involved? (Particularly staff)
d. How will stakeholders be kept informed?
e. Be as transparent as you can.
f. Search Committee interviews candidates and narrows the field.
g. Recommendation of final candidates to the board.
h. Facilitation of final interviews and the board’s discussion.
i. Based on board’s decision, who negotiates an agreement?
j. How will announcement occur?
VIII.
The Thrive Phase
a. What questions should the Board ask? E.g.:
i. What can we do to help our new executive off on good start?
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ii. What can we do to build a constructive partnership with our
new chief executive?
b. Who will set expectations clearly and check in frequently?
c. How will the new chief executive be introduced to key stakeholders?
d. Create a transition team to work closely with new chief executive for
first 9-12 months.
IX.
Lessons Learned in Hindsight to Keep in Mind as Plans Are Developed:
a. Effectively leading a search process requires big picture, strategic
thinking.
b. Don’t rush the process.
c. Begin with the end in mind.
d. Set expectations clearly…with everyone.
e. Engage the staff, and, if appropriate, the “community”.
f. Hire for tomorrow’s vision, not just today’s needs.
g. Expect surprises. Be nimble but smart.
h. Hire the right person, not the best candidate.
i. Check references thoroughly.
j. A successful search does not equal a successful transition.
*Chief Executive Transitions, Don Tebbe, BoardSource.