Serving as the leader in a nonprofit is a rewarding role, and many nonprofit executives choose to remain in their role for years. However, whether through planned retirement or through unexpected changes in the organization, every executive role will eventually need filling. For an organization to continue moving forward, it must plan proactively. Without a plan in place the organization may find itself floundering, but with an adequate plan the organization may instead continue smoothly forward in its development and outreach. The Aly Sterling Philanthropy article ‘5 Steps For a Nonprofit Executive Transition Plan’ outlines how an organization can plan for that transition.

The first step is to identify what kind of role the executive director has in the organization. This varies from one organization to another. To understand the executive’s role, the article recommends interviewing the current executive to see how they define their work, and then interviewing high-level staff, board members, and key stakeholders. Each of these groups provides an important voice with regard to the nonprofit’s purpose and goals, and their input will provide a profile for the kind of leader the organization needs.

The next step is consulting with the board to determine how the appointment of a new executive fits with the future of the organization as a whole. The recruitment team and the board must work together, with the same goals and strategies in mind. If the board is left out of this process, there is a risk of dividing and destabilizing the organization, which relies on the board for much of its fundraising and key decisions. The board needs to have a relationship with the executives, and it’s good to have that relationship begin even while the candidate is a potential hire.

After this, the article advises preparing for a variety of possible transition events. It lists three ways a transition could become necessary: an emergency transition, a planned departure, and a strategic transition. There are specific needs and challenges in each of these three types, and the proactive organization will have plans for each one. Along with this, it’s important for potential executives to fit in with the culture and daily operations of the organization so new hires don’t cause friction or division. Hiring from the nonprofit’s present staff is one way to ensure that the candidate knows the culture, and in the event that the transition is planned in advance, training and mentorship between the current executive director and the future executive is highly recommended.

Lastly, there is the final selection and the transition itself. Leaving an organization in limbo with an endless search is detrimental to company morale, so it’s advised that a specific deadline be set for the selection of the new executive. Prior to that deadline, the article suggests taking six months to recruit for the position and three months for interviews to narrow down the options. Once a hire is selected, there is the onboarding process. The new executive will need to take around three months to get hands-on experience with the organization’s way of operating, while the members of the organization adjust to the new executive’s style of leadership. There may be some bumps along the way, but with adequate planning those challenges can bemitigated and a smooth transition can be achieved.

5 Steps for a Nonprofit Executive Transition Plan. Aly Sterling Philanthropy. 30 March 2018. Web. 27 November 2017. https://alysterling.com/nonprofit-executive-director-transition/