Succession Planning
STRENGTHENING COMMUNITIES INITIATIVE
NORTHLAND FOUNDATION
DECEMBER 9, 2010
Introduction
2
 Expectations
 Succession Planning
 Three types
 Succession Plan
 Role of Board
 Role of Departing CEO
 Tips
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Succession Planning
3
 CEO/Executive Director
 Senior Management
 Staff- Cross Training
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Leadership Transition
4
 Two Types
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Unplanned Leave
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Planned Departure
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Insights
5
 Organizational Values and impact on hiring
 Internal candidate expected, in the mix or external
hiring
 Compensation – future compensation- impact on
current salaries
 Preparation of the board
 Mentoring of management team
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Succession Plan
6
 Role of Board
 Preparation of board
 Develop and approve plan
 Review plan annually
 Role of Departing CEO
 Preparing the Organization
 Short term role
 Healthy Closure
 Outline the Process for Recruitment, Hiring,
Orientation, and Supervision of new CEO
 Communication Plan
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Getting the Board Ready
7
 Role and Responsibilities
 Well functioning board
 Board development process effective
 Membership – Expertise to manage succession
 Strong board leadership – officers, executive
committee, special members
 Understanding the organization
 Experience with the management team
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Getting the Organization Ready
8
 Communicate the mission, vision and core values to
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all
Funding and Fundraising
The organizational “to do” list of items
Strengthen management – internal leaders
Strong board leadership
Compensation and salary package
Deciding on your exit – timeline, role in near term
Writing the transition memo
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The Plan
9
 Succession Plan
 Steps for replacement in an unplanned leave
 Steps for replacement in a planned departure
 Written and Approved by the Board of Directors
 Filed in the drawer – reviewed every year (three to
five years)
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Update
Internal candidates may emerge
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Timeline
10
 Three to five years
 Create the plan
 Share with funders
 Put in strategic plan
 Hiring process
 Four to six months
 Interim may be needed
 Search firm, consultant, other volunteers
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Recruitment and Hiring
11
 Organizational Review
 Staff and stakeholder input
 Job Description and Qualifications Review
 Compensation Package
 Search firm or no search firm
 Board role
 Committee or board of the whole
 Search and screening process
 Interim or Acting
 Communication Plan – who is the spokesperson
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Onboarding and Supervision
12
 Transition plan
 Expectations
 Performance Outcomes
 Compensation and Performance
 Onboarding
Day One
 Week One
 Month One
 6 Months
 12 Months

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Special Circumstances
13
 Organization in crisis or significant change needed
 Interim
 Changing the organization – platform for successful hiring
 Founder driven organization
 Board practice and preparation
 Internal candidate or candidates
 Future role of founder
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Resources
14
 Posted on Web site
http://www.northlandfdn.org/Grants/NonprofitResources.shtml
This presentation – slides and handout
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Annie Casey – Two articles on Leadership Transitions
Staff Survey for Input
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