I don’t want to sound immodest but I have an amazing track record leading executive searches that replace nonprofit founders and other long-term Executive Director/CEO’s. Success defined in this context means identifying and recruiting leaders that have the smarts, passion, and commitment to steward the organization into the next chapter of its life. These folks dig in, stay, and make a difference.
This success stems in part from my own history building and leaving a nonprofit and seeing it flourish under subsequent leadership. That knowledge enables me to relate to the intense emotions that the staff, board, and founder experience during these transitions. It also provides a bird’s eye perspective on what works.
Unfortunately, many founder replacement searches result in a succession of revolving CEOs that flame out after a relatively short period. This parade of unfortunates is disruptive and destabilizing to everyone – staff, board, community members/people served, funders – and every aspect of the organization’s operations. It’s sad, enervating, and frustrating. It’s also expensive if a search firm is hired to redo the process.
The problem begins with the lionization of the founder. The board – some of whom may also be founders – sees the person as irreplaceable. In their mind, no one will be as committed, talented, or capable as the person leaving. Sometimes the staff have this same unrealistic view.
The reality is that founders are people like you and me. They have strengths, weaknesses, up-days, and down days. They can be both maddeningly brilliant and massively naïve about the organization’s challenges. They are human. They are not irreplaceable.
What is the secret sauce to replacing a founder or other long-time nonprofit exec?
1. Have honest conversations about what’s working well and what’s not.
These conversations need to happen with the board and staff. If done well, they’ll get to the root of what’s working beautifully at your nonprofit and what needs to be fixed or improved upon. You can then use what you’ve learned to write a job description that emphasizes those things. Ideally, you want to find someone who will build on the organization’s success – not just maintain the status quo. You might even want to go in a new direction to tackle things that you couldn’t imagine doing under the current leader!
2. Think about qualities, not just qualifications
If your organization needs to replace a beloved CEO, think deeply about why people adore that person. Are they a great listener? Do they take time to nurture relationships or pave the way for professional growth? Those are the qualities that you should try to replicate in a new hire. You’ll also need to make a list of what qualities that person lacks that you’d love to have in a new leader.
3. Orchestrate an interview process that allows senior staff to have input
Senior staff – including and especially the departing exec – should play a major role in relating what the organization needs (see number 1), and should have an opportunity to meet the finalists. Please note: this does not mean that staff should serve on the search committee – they should NOT. As fiduciaries of the corporation, hiring the chief executive is the board’s responsibility. While it may seem logical for the exiting CEO to weigh in on their successor, they can’t be objective about who should raise their child, which is what it feels like.
Yes, Virginia, you can find someone wonderful to replace a founder or beloved leader. Just follow my advice. Or ask organizations I’ve worked with to successfully do it: Mama’s Kitchen, San Diego Rescue Mission, Survivors of Torture, Int., San Diego Habitat for Humanity, Resounding Joy, Outside the Lens, Christie’s Place…
Pat
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Pat Libby is a change management consultant working principally with nonprofit corporations. She is author of The Empowered Citizens Guide: 10 Steps to Passing a Law that Matters to You, Oxford University Press, The Lobbying Strategy Handbook, second edition, Oxford University Press, and Cases in Nonprofit Management, SAGE. She has served as an academic, senior executive, board member, and consultant to innumerable nonprofit organizations and foundations for more than three decades.
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