"Interim Executive Directors: The Power in the Middle" by the Annie E. Casey Foundation and the Evelyn and Walter Haas Jr. Fund explains the benefits and basics of using an interim executive director in a leadership transition. Interim executive directors are highly skilled managers who temporarily take the helm of an organization, help the board and staff address important systems and capacity issues, and lay the groundwork for the permanent leader’s success.
Acting and Interim Chief Executives - During a chief executive transition, nonprofits generally rely on transition leadership to bridge the gap between the former executive's departure and hiring a new CEO. However, the type of transition leadership an organization chooses depends on a number of factors.
Nonprofit Quarterly's "Exit Agreements for Nonprofit CEOs: A Guide for Boards and Executives" provides a context and a set of choices when considering whether an exit agreement is needed and, if so, what might be included. Learn the important difference between an exit agreement and a separation agreement.
BoardSource's Executive Transition Timeline provides a timeline that nonprofits can use to help prepare for an upcoming transition or update their succession planning process.
Tim Wolfred of CompassPoint Nonprofit Services emphasizes the importance of backing up the executive director’s key functions within the organization to provide stability in the event of an unplanned absence. Use "Emergency Backup and Cross-Training Plan" to create plans for your nonprofit.
Adapt this template called, "Confidentiality Agreement for Service on the Search and Transition Committee" from the North Carolina Center for Nonprofits to help committee members be clear about the do's and don'ts around their committee work.
Annie E. Casey Foundation's 2008 "Building Leaderful Organizations: Succession Planning for Nonprofits" seeks to continue detoxifying the topic of nonprofit succession planning so that executives, boards, staff, and funders can take up these activities without unnecessary fear or concern and provides nonprofit boards and executive directors a framework for their own succession planning activities.
Jeanne Allen's "Boards and the Onboarding Process for New Nonprofit Executives" has five recommendations from Boosting Nonprofit Board Performance Where It Counts for boards to adopt a “leadership development mindset” for supporting the new Executive Director.
Succession planning can be a touchy subject. Members of a nonprofit board may fear the risk of insulting a CEO by suggesting the topic as an agenda item. Some CEOs may feel disinclined to raise the subject because it could send mixed signals about their intent to remain with the nonprofit.
To find the right firm for your search, you must consider a number of factors. This article shares what actions should be taken prior to selecting and engaging with a search firm. (The Bridgespan Group)
A Nonprofit Organization's Guide to Engaging an Executive Search Firm