Risk Management

In this 2019 BoardSource article, Should Your CEO Serve as a Board Member?, and 

Nonprofit executive directors often wonder if it's the right time to leave. Maybe the demands of the job seem ever more burdensome, or the board seems increasingly dissatisfied, or the ticking of the retirement clock is getting louder.

Common sense, an inclusive listening tour, frank dialogue, and more are essential ingredients for the process of succession. Examples of unspoken challenges are revealed in Successful Successions: Executive Transitions that Worked, stories of Nonprofit Quarterly's experience recruiting chief executives and their successors for three different organizations.

This article explores succession planning for nonprofit leaders other than the CEO. Eureka moments often occur during our consulting engagements when nonprofit teams realize the CEO is one of many individuals whose departure could cause ‘transition trauma.’ Read on for inspiration for establishing a non-CEO succession planning process. (Nonprofit Risk Management Center)

Here are a number of helpful resources from the National Council of Nonprofits to help with your succession planning efforts. 

In most cases a graceful exit, in which the founder leaves the organization completely, is the most appropriate way for an organization to manage the transition from a long-time or founding chief executive. However, the conventional wisdom about founder transitions has taken on the character of an absolute rule.

Check out this collection of resources on telecommuting including sample policies and things to consider and should be addressed before implementing a policy at your organization. (North Carolina Telework)

Leaders are often in denial about when their effectiveness is losing its edge and when is the appropriate time to leave. "The Importance of Linking Leadership Succession, Strategy, and Governance" offers an overview of the challenges and three common dilemmas in leadership succession. (Nonprofit Quarterly)

Very often, board members reach their term limits and leave feeling good about their contributions. But that is not always the case.  Learn how to step away from a difficult role leaving both yourself and the organization with a positive experience using the tips in this resource.

© North Carolina Center for Nonprofit Organizations, Inc. From Common Ground, a publication of the N.C. Center for Nonprofits, www.ncnonprofits.org.

On paper, nonprofit boards and CEOs are required to work together. Yet instead of making sweet music to the upbeat tempo of a nonprofit's mission, many nonprofit boards find themselves working at odds with the CEO they hired.