managing transitions in leadership · managing transitions in leadership finding and keeping a...

A Guide for Boards of Directors of Conservation OrganizationsWritten by Dyan Oldenburg, TREC Executive Director and David Thomson, and Dan Schwab, TREC Senior Associates

Our thanks to Wilburforce Foundation for its generous support of this guide

Managing Transitions in Leadership Finding and Keeping a Great Executive Director

http://www.trec.org


A Guide for Boards of Directors of Conservation Organizations

TABLE OF CONTENTS

The Purpose of This Guide.................................................................... Executive Summary...............................................................................

Introduction: The Art and Science of the Board/Executive Director relationship..........................................................................................

Section 1: The Executive Director Hiring Process1. Introduction....................................................................................2. Before you begin, take stock...........................................................3. Get organized for the hiring process..............................................4. Develop outreach materials and plan your search......................... 5. Evaluateprospectivecandidates.....................................................6. Complete the hiring process...........................................................

Introduction

Section 2: Once your Executive Director is hired: Working with the new ED1. Introduction....................................................................................2. ClarifytheroleandauthorityofthenewExecutiveDirector.........3. Focusonthefirst100days............................................................4. Develop comprehensive work plans and goals..............................5. EvaluatetheExecutiveDirector’sperformance.............................6. Provide feedback and confront issues............................................7. Createapositivelong-termrelationship........................................

Section 3: Addressing Executive Director Transition: Turnover, Resignation and Termination1. Introduction........................................................................2. Addressshort-termtransitionresponsibilities....................3. DevelopaplanforExecutiveDirectortransition................4. DecidingtoterminatetheExecutiveDirector.....................5. Essentialstepspriortotermination....................................6. Planfortheterminationdiscussion....................................

Appendix: Templates, tools, links and resources — TREC has created many tools and template to help you implement this guide. If you are a Wilburforce grantee, contact us for more information.

by Training Resources for the Environmental Community

Copyright © 2012 TREC Managing Transitions in Leadership - page 1

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DISCLAIMER Personnel issues such as hiring and termination come under the jurisdiction of numerous State, Provincial and Federal laws. Training Resources for the Environmental Community (TREC) is not representing the information that follows as legal advice. You should always seek appropriate

legal counsel and consult relevant legislation in your jurisdiction before undertaking any hiring, disciplinary or termination activity.

The Purpose of this Guide

This workbook provides both Boards and Executive Directors an understanding of what is required to effectively hire, manage, support and when necessary, replace an Executive Director. Our goal istoprovideyoutheunderstanding,toolsandguidancetomakethisprocessasstraightforwardandmanageable as possible. These materials have been developed over a period of years by Training Resources for the Environmental Community (TREC). They are based on our direct experience working withdozensofconservationorganizationsthroughoutwesternNorthAmerica.

The scope of this document is meant to be comprehensive, and you may never utilize its full resources. However,this“bigpicture”approachandthesupportingdocumentsweprovideshouldgiveyourBoard,andespeciallyyourBoardChairandSearchCommittee,aclearsenseofthescopeoftheirresponsibilitiesinworkingeffectivelywithyourExecutiveDirector.

For Executive Directors, this document will provide a sense of what you should expect and ask for from your Board to generate ongoing success in your leadership role. WeencourageyoutotakeaproactivestancewithyourBoard,creatingamutualunderstandingofeveryone’srolesandresponsibilities.Yourstaff,partnersandstakeholderswillallbenefitfromthisstronganddynamicrelationship.

TREC ED Dyan Oldenburg and TREC Senior Associates David Thomson and Dan Schwab will offer helpful

tips throughout this guide

Call TREC for help with your Executive Director search, hiring and transition questions. WehaveassistedmanyorganizationswithoutreachandselectionofExecutiveDirectorsandtransitionsbetweenleaders.Wecanprovideconfidentialsupportofmanykinds.

For more information, contact TREC Executive Director Dyan Oldenburg at 505-986-8400 or [email protected]


The relationship between the Executive Director and Board of Directors of any non-profit organization is vital to the success of its mission. This partnershipiscertaintobedynamic,timesensitiveandrichinpossibilities.

Recruiting, interviewing and hiring the Executive Director are among the most important tasks of the Board.Awellthought-outandimplementedprocessismostlikelytoleadtopositiveoutcomes.Thetime,attentionandskillinvolvedinthisprocessareoftenunderestimated.

Once hired, the Board has additional responsibilities in helping the new Executive Director succeed in her role. The Board has many opportunitiestoassisttheEDinacclimatingtohernewposition,andtohelpherexecutetheorganization’sstrategies.ManyoftheED’sspecificdutiesinmeetingyourmissioninviteactiveinvolvementfromtheBoard,especiallyatthebeginningofthenewED’stenure.

Transition to a new Executive Director requires added thoughtfulness and planning,asitincludesissuesoftransferringinformationtothenewEDaswellassuccessfullymovingtheformerEDoutoftheorganization.

Transition can occur for many reasons, and Board members are advised to pay attention to the myriad factors that can lead to the ED leaving the organization.ItisaBoardimperativetoactinwaysthatarethoughtfulandlegallydefensibleinarangeoftransitionscenariostoensurethecontinuityoftheorganization.

If the Executive Director is terminated, complex and challenging situations can arise. The Board is well served to be fully aware and willing to act onanypotentialissuesthatmightleadtoterminationbeforetheyreachacriticalstage.

This Guide provides an overall perspective on these issues.TRECcanalsoprovidearangeoftools,templates,articlesandlinkstohelpbothyourBoardandExecutiveDirectorestablishandmaintaintheexcellentworkingrelationshipneededtoadvanceyourorganization’smissionandcontributiontothecommunity.

Executive Summary

If You Are a Wilburforce Grantee, Do Call TREC for Help We have assisted many organizations with Executive Director search, hiring and transition questions. We can help with outreach and selection of Executive Directors and transitions

between leaders, as well as advice for maximizing the relationship between the ED and Board.


Introduction: The Art and Science of the Board/Executive Director Relationship

WhenhiringanewED,manynonprofitBoardsofDirectorsplacegreatemphasisonsecuringahighlyskilledandqualifiedindividual,andplaceloftyexpectationsonwhatheisaskedtodo.Sometimestheseexpectationsarehighlyunrealistic.

Perhaps as a result of these high expectations, once the Executive Director is in place, Boards often fail to effectively and sufficiently direct, manage, support and evaluate the new ED. ThiscanleavetheEDwithoutadequateguidance,especiallyinthecriticalearlyphaseofhistenure.Alltoooften,whenconflictorsignificantperformanceproblemsarise,itistoolatefortheBoardtoappropriatelycorrecttheED’scourseofaction.

A key opportunity for a Board to ensure the effectiveness of their Executive Director is in the hiring process. ThisrequiresBoardstoinvestsignificanttimeandenergyinsearchingfor,interviewingandhiringthemostsuitablepersonfortheExecutiveDirectorjob.Despitethetimerequired,thisisthebeststrategytoavoiddifficultyanddisappointmentdowntheroad.Investthetimethatisneededtosecurethebestpossiblehire.

TREC often has to caution search committees to slow down the process and invest the time needed to secure the best possible candidate.

Providing guidance to the ED is an important role of the Board

The Board has considerable influence in overseeing areas of the Executive Director’s job performance. ThisinputiscriticalatthebeginningoftheED’stenurebutextendsthroughouthertimewiththeorganization.AppropriateoversightandassistanceontheBoard’spartincludesstrategicplanning,programdesignandevaluation,financialmanagement,funddevelopmentandotherfactors.

Volunteer Boards are often time-challenged,andtheyfrequentlylackthehumanresourceorpersonnelmanagementexpertisetosuperviseaseniorleader.Governancestructuresandorganizationalprocesses(jobdescriptions,strategicplans,budgets,annualoperatingplans,personnelevaluationsystemsanddisciplinaryprocedures,forexample)canbeineffective,outdatedorevennonexistent

Nonprofit Boards face unique challenges in managing the Executive Director.Managinganyonecanbeatime-consumingtaskthatrequiresconsiderableexpertiseandexperiencetodoeffectively.Giventhenatureofandthesizeofthechallengestheyaredealingwith,seniorleaderssuchasExecutiveDirectorscanrequireevenmoretimeandattentionthanmightbethecaseforotheremployees.

Too many Boards allow their Executive Directors free rein, allowing them to exceed their mandate in managing the organization. If problems then arise, the Board is in a poor position to effectively assert their oversight role.

Establishing clarity around ED authority, autonomy and accountability, as well as around your organization’s value and culture, are important throughout the ED’s tenure.

Another challenge for Boards is having the courage and clarity to effectively guide the Executive Director, and where necessary, to challenge and hold him accountable.


Dealing with an ED transition may be the most difficult challenge any Board will face

Unfortunately, this event can force many Boards to step into direct governance of the organization. This can lead to confusion for the organization’sstaffandstakeholdersiftheyareunprepared.ItisconsideredgoodpracticefortheBoardtobeawareofthecomplexityoftransitionsituationsandunderstandwhattoolsandtechniquesareavailabletomanagethem.

TREC is here to guide you

Maintaining effective relationships between the Board and the Executive Director requires close attention to numerous factors. TREC’sguidanceandresourcescanbeinvaluableinhelpingyoubuildandmaintainsuccessfulrelationships,sothatyourorganizationwillcontinuetothrive.

The discussion that follows recaps many of the key aspects of these relationshipsandprovidesspecifictoolstohelpallpartiesexcel.Theyaredesignedtogiveyouoverallorientationandguidanceonimportantissues,yetmaynotanswerallyourquestions.

Call us for further assistance as needed.


http://www.trec.org


Hiring an Executive Director is one of the most important tasks a Board will ever undertake, and one with which most Board members have little, if any, experience.


An Executive Director transition represents both significant challenges and opportunities for the organization. It may very well be the single most important decision a Board makes--choosing a new leader and setting him or her on the right trajectory for a long and successful career moving the organization towards meeting its mission. Conducting a clear and fair hiring process also reduces stress, inefficiency, and the time required to get a new Executive Director in place. However, an inadequate outreach process or poor hiring decision can produce negative effects on the organization’s morale and performance. Ultimately, it is the Board’s actions and decisions that determine the outcome of an ED hiring process.

It is crucial those Board members, and in particular, the Board’s search committee, see hiring an Executive Director as a task that will demand significant time and attention. A search process that is well planned and executed is most likely to lead to the best result.

TREC ED Dyan Oldenburg and TREC Senior Associates Dan Schwab and David Thomson will offer helpful

tips throughout these pages

Section 1: The Executive Hiring Process

Before you begin, take stock

Assess and clarify your strategy - Because hiring the ED is so critical, it is imperative that you take a step back to assess where the organization is prior to diving into the process. This can be the time to reevaluate your organization’s mission, your vision of the future and your strategy for getting there. Naturally you will want your new ED to co-create some of this with you, but a successful candidate will also require guidance from the Board on where the organization is and where to take it.

As you will expect the new Executive Director to lead the organization for a number of years, it is critical to select a leader who fits its future needs and direction.

Done with skill and patience, the hiring of a new Executive Director can breathe fresh life into the organization, motivate staff to even higher performance and move towards greater conservation success.

Dan’s Tip:

Introduction


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Board and staff should spend the time required to consider the strategic direction and issues the organization will be pursuing over at least the next three to five years. You can expect this strategic review to take from several hours to several days, depending on how up-to-date and robust the current plans are.

Begin with “why.” Ask yourself fundamental questions about the organization’s history, the constituents you serve and what you can best offer them from here forward. What is your purpose? Where are your organization’s priorities now? Where do you see the organization in five to ten years? What needs will you have in getting there, and what obstacles will you face?

This “step back” might be as simple as reviewing your current strategic plan. Or it may require a more comprehensive analysis and review. If you determine that you would benefit from an organizational assessment or other significant realignment, then you will want to have this process at least outlined prior to beginning your ED search. TREC may be able to assist you with framing and completing this assessment process.

With your overall strategy confirmed, the Board and staff can identify the key goals, deliverables or areas of focus for the new Executive Director to address in her first 6-12 months on the job.

Articulating a clear path forward will help you determine the skills the next Executive Director will need to get you there, and help you get a

clearer picture of the candidate you are looking for.

Would you be best served with a seasoned campaigner?

An experienced manager? A solid fundraiser?

A visionary?

For example, your announcement will list the job skills needed to be successful in the position, experience and education requirements and other factors unique to your situation. Aside from specific job skills, you will also want to think about cultural fit. What characteristics or attributes are needed for the new person to be successful? This may require you to refresh your view of the values and philosophies that guide your organization.

When completed, this document can become a key reference in drafting position descriptions, hiring announcements and other outreach tools. It also can help form the foundation of performance metrics once the new ED is on board.

Dyan’s Tip:

Once your organization’s strategic direction has been reconfirmed, it is necessary to define the qualities, expertise and experience you desire in a new Executive Director.

Thinking through the attributes of an ideal ED candidate will help focus you in writing an accurate position description.

Use of the “Ideal ED Candidate Description” tool will help you address the necessary elements of a sound job announcement.


Identify what type of Executive Director best fits your requirements

Assess lessons learned from current Executive Director - Circumstances change and organizations need to evolve and adapt. It is well worth your time to take a look at what has worked well with both the current and past Executive Directors. Clarify what you would like to see be different in the future. This is especially useful if the incumbent has been in the position for more than three years.

A thoughtful review here can be extremely valuable in crafting not just the Executive Director position announcement but also in doing outreach to potential candidates. The search committee can use this information in interviews to test a candidate’s match with the expectations of Board and staff. And it can also help the new ED anticipate and address the needs of the Board. This can be an invaluable step in setting a strong foundation between the Board and the new Executive Director.

Assess any changes to the current ED role and its impact on the rest of the organization

Assess any changes to the current ED role and its impact on the rest of the organizationThe Executive Director transition is an opportunity to identify and plan to correct any planning or organizational issues that may be slowing down your current performance. This is the time to reflect on what’s working and what’s not working in meeting the goals of your strategic plan. If you are making adequate progress towards your goals, then continue on your present path.

However, if you are not making acceptable progress towards your objectives, this is the time to assess and adapt. You may need to consider whether you require different strategies and tactics or a different type of Executive Director to implement them.

This assessment should also include your organization’s size, geographic focus, program delivery and other factors.

The Board should be clear on what specific opportunities there are and use them as a basis in determining the type of leader needed now to best set direction for the organization.

Confirm Executive Director compensation and benefits

guidelines. It’s common for organizations to find that the salary and benefits

of the outgoing Executive Director are not considered adequate in the current job

market.

David’s Tip:

However, it is important to maintain a sense of reality in rethinking the organization in this way. It is highly unrealistic to see the incoming ED as a “hero” coming to save the organization from major problems such as lack of funding, ineffective strategies, staff dysfunction and other issues. This mindset could easily set up the incoming ED for failure if the organization isn’t ready, or willing, to be “rescued,” or if your issues go beyond the power of any new ED to resolve.


TREC has undertaken three major salary and benefit surveys over the past four years and can provide specific comparable data to assist with this process. The most recent survey, completed in 2011, collected information from nearly 500 environmental organizations across the western US and Canada and covers almost 10,000 job families.

Contact TREC for more information on how to acquire comparable salary data for your organization. Additional comparative salary information may often be obtained locally from capacity building organizations or through social service support networks.

There is also a fine balance in re-imagining the organization prior to the new Executive Director coming on board, as you are hiring this person to execute a strategy that they will in some part be co-creating with you. In any event, you need to make certain that your prospective ED shares your vision for the future of your organization.

Confirm Executive Director compensation and benefits guidelines - It is common for organizations to find that the salary and benefits of the outgoing Executive Director are not considered adequate in the current job market. Before any job announcement is posted, the Board should undertake a review of the compensation range for Executive Directors in similar organizations. It is important to have this comparable information regardless of the budget situation of the organization, as it provides a “reality check” of what competitive candidates are encountering in the job market.

If the Board determines that the Executive Director salary will have to be significantly increased to attract the level of talent desired, it must also assess the potential impact on salaries in the rest of the organization. It is common to adjust other salaries to address internal equity issues once the salary of the new ED is increased. Of course, the overall budget impact of these changes must also be taken into account.

The organizational and Executive Director assessment will inform the entire search process and ensure you find the optimum person for the job.

The process of outreach and hiring a new Executive Director can be a very public affair. Whether they intend to or not, staff, volunteers and other members of the community will be watching to see how the process unfolds. This is true for potential candidates as well. Therefore, this is an important time to present an organized and professional image to the community. There are some very important steps that must be taken before you even start the search process.

Determine who is going to coordinate the search and hiring process. Someone has to be in charge of the overall process. It does not need to be the senior person in your organization or on the Board, such as the Board Chairperson. However, it does have to be someone with significant influence, and above all, excellent organizational skills. It is important that this person act as the “hub” of the process, keeping all the various tasks in view and on schedule. This person will be the likely chair of your search committee.

Get Organized for the Hiring Process

Dyan’s Tip:


This doesn’t mean that this person will have to do everything associated with the search. Some of the organizational tasks can be delegated to another capable person, either another Board member or staff.

Set up a search committee and clarify their mandate - You may want to set up a separate committee to handle the hiring process, or you may task an existing Board committee. Be realistic and do not underestimate the workload required to hire an Executive Director. Giving this task to an already-busy committee (such as the Board’s Executive Committee) may not be the most practical approach. Consider various alternative arrangements that are available to you.

Clarify the roles of other people in the search process - It is quite common for one or more senior staff members to sit on the search committee. However, the Board needs to determine early on just what the staff person’s role will be. For example, in some organizations the staff may be in an advisory role only, and not be given the full voting privileges of Board members.

As a cautionary note, remember that any staff member participating in the search process will have to work shoulder to shoulder with

the new Executive Director

Be careful to protect this future relationship by providing clear separation of the search role from the person’s everyday responsibilities.

It is critical that other staff is kept informed and engaged by the Board during the hiring process. Disenfranchising employees during the hiring process due to lack of attention from the Board can lead to serious internal morale issues. Not surprisingly, the hard-working employees of your organization want some say in who comes in to lead. At the least, they will expect to know how the process will unfold.

The tasks of the search committee may include:

• Staffing the search committee• Clarifying the committee mandate,

roles and responsibilities• Clarifying the roles of other

stakeholders (staff, current Executive Director, Board)

• Developing a realistic search plan and schedule

• Confirming and/or clarifying the organization’s strategic direction and needs

• Identifying your requirements for the new ED

• Assessing any desired changes to the current ED’s role and the impact these changes may have on the rest of the organization

• Developing Executive Director compensation and benefits recommendations for full Board approval

• Determining the budget for the hiring process

• Conducting phone and in-person interviews

• Recommending a number of finalists to the Board for the final hiring decision


The search committee typically manages the outreach process up to the point of recommending one or more final candidates to the full Board, who will make the final decision. In some cases the Board’s Executive Committee may make the recommendations to the Board after getting the input of the search committee.

One or more staff members may be involved in logistical or support roles. Be sure that the expectations and roles are clearly articulated and communicated well in advance of the recommendations.

Determine the budget for the hiring process

In addition to the time required, publicizing the open position and evaluating potential candidates can be an expensive process.

The board should determine the cost of a search, including items such as:• Advertising the position• Use of an executive search firm, if desirable • Staff time to process and track candidates• Expenses for Board members or applicants to travel to in-person interviews• Moving expenses for the new Executive Director

Determine if you will use outside assistance in your search - The use of executive search firms to identify candidates for Executive Director positions with conservation organizations has sometimes produced mixed reviews.

TREC may be able to provide suggestions for individual search

consultants or search firms if this is an attractive option for you

This approach is most often used with larger, well-established organizations where the demands of the job are more complex, when the need is for someone whose experience is outside the environmental sector, or when the search must remain confidential.

It is highly unusual for the outgoing Executive Director to sit on the search committee. However, if the Board feels it does not have the resources or knowledge to adequately engage in the hiring process, the outgoing ED may play a key role. It is important that the Board feels that the departing ED will exercise tact and consideration when asked to contribute to the process of choosing a successor.


Appropriate searches can easily take twice as long as you may initially anticipate, and the delay in hiring an ED can have significant effects on the work of your organization. Early in the search process, a detailed schedule of key tasks, people assigned to do them, and timelines should be drafted and reviewed by all parties involved. The search committee chair will need to hold people accountable for meeting their deadlines and keeping the process on track.

Develop a search schedule - Even when well organized, an ED search takes considerable time, resources and effort. Boards frequently underestimate the length of time that a search will take. Expect outreach and hiring efforts to take three to six months, or even longer.

Some smaller advocacy organizations have successfully used search firms. Here are several factors to consider when using this approach:

• The use of a search consultant/recruiter requires a significant time commitment from the search committee. The committee must educate the search consultant and work closely with them at each stage of the process to ensure they are cognizant of the specific needs of your group. Therefore use of a search firm does not always make the process go faster.

• • Few search firms have adequate expertise in the non-profit sector, or

specifically the conservation community, to provide good matches to your position. While it can be advantageous for a search firm to have connections and experience in other sectors, a lack of background in the conservation world can be a shortcoming that surprises the search committee.

• You might be solicited by a principal of a search firm, but then find that the recruitment is done by a junior staffer. They may have little awareness of your organization’s needs and therefore be challenging to work with.

• On average, you can expect a search firm to charge around 20% of the annual gross salary of the position once a match is made.

Fundraise to cover the costs of transitionHiring a new Executive Director may be an opportunity to approach your most loyal funders and donors to explore their willingness to underwrite one or more of the following aspects of the search process:

• The cost of the search itself, if using a search consultant

• The cost of any additional compensation the outgoing ED will receive upon exiting

• Additional costs associated with covering key duties in the organization during the transition. For instance, it may be necessary to find additional funds to pay an interim Executive Director, or for covering the expense of keeping the outgoing ED on payroll at the same time that their replacement comes up to speed

• Any salary increases for other staff due to the need for internal equity

Despite these caveats, engaging a suitable search firm or search consultant can provide valuable guidance to some organizations.

From facilitating initial scoping conversations, to identifying and developing job competencies, to guiding the committee and Board through the interviewing, referencing, and offering phases, a strong recruiter will ensure that your committee engages in a rigorous and efficient search process.

Dan’s Tip:


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In some situations a key funder may be highly supportive of the Executive Director transition. For instance, the funder may feel the current ED has reached a plateau, or more could be achieved with a new person in the role. In this situation, securing funding to support the transition may be more likely.

This potential support alone necessitates that at least one Board member have a relationship with key funders and donors to your organization. It is important to inform fundes of transitions before they occur and to keep them informed early and often throughout the search process. You want your donors and funders to feel like they are an important part of the organization, so they should hear of major transitions directly from you, not others.

Develop a job announcement - As you decide on the breadth and depth of your outreach methods, you may need to develop several different job announcements to use in different venues. How an announcement is worded for your current membership base, for instance, could be quite different from that intended for an audience less familiar with your organization and its work.

If you lack internal expertise in writing announcements, you may look to a communications specialist or other media professional to assist with this. Also, you could expect an outside search firm to provide this type of work as part of their services. TREC can also provide sample position announcements and guidance in creating your own announcement.

All qualified candidates who pass an initial screening process should receive the same outreach package, which will include some or all of the following materials:

• Executive Director job announcement • Projected salary range • The organization’s current strategic plan and annual report• Marketing brochures and other promotional material• List of your organization’s staff and Board members and their backgrounds• Most recent audited financial statements and cash flow projections• Budget for the current year, including a fundraising plan for projected revenue

Develop Outreach Material and Plan Your Search

David’s Tip:


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So you will need to balance presenting a clear picture of the organization’s status with its positive attributes, such as accomplishments, goals, the needs it meets, and other factors that would draw talented people to work with you.

Send the applicant outreach package in advance of any in-person interviews. Due to the sensitive nature of some of the information, it may be advisable not to share everything with applicants at the beginning of the process. Some groups only provide more details as they are moving from phone interviews to in-person interviews. Typically, you can expect that even more information will be shared with your finalists.

Naturally you may want to consider an internal hire first. Are there people on staff who have the qualifications for the open Executive Director position? Assess the strengths the internal candidate brings—familiarity with programs, funders and the community--against the need for the “fresh eyes” an outside candidate would bring. What will serve the organization best in the long term?

If there is a strong internal candidate, be careful that they are considered in a way that is consistent with other applicants. It is important that all candidates are given fair and equal treatment in regards to access, qualifications and interviews.

Finding a Potential Executive Director – Where Should We Look?

For many organizations, the new Executive Director will come from elsewhere within the ranks of the environmental sector. There may be a broad array of potential candidates known to the search committee and Board from other organizations in your ecosystem. Be thoughtful in how you reach out to others to avoid being seen as “poaching” from allied organizations.

Develop an outreach package for applicants - It is to your advantage to ensure that qualified prospective applicants are sufficiently knowledgeable about the organization they may begin working for. As you move ahead in the interview process, it is important that the search committee is candid about the situation of the organization. It benefits no one to have the new Executive Director begin the job with a hazy picture of the organization’s status. To assist in this, you should prepare an information packet that conveys a clear understanding of the organization’s programs, finances, strategic relationships, market position and staff capacity.

It is important to realize that the hiring process is the first interaction a prospective Executive Director will have with your organization. First

impressions are undeniably important if you wish to attract and retain the best possible employees to your organization.


Regardless of where you start your search, you will do well to “cast the net” wide in order to attract the interest of a broad and diverse range of potential candidates. Not only will this lead to a more robust group of applicants, but it can also serve as an effective marketing campaign for your organization.

Let your allies and partners know about the ED transition before they see a public outreach effort. The more people who see your search announcement, the more they are aware of you, your need for a new leader and what your organization’s work is.

Outreach avenues might include –Advertising the ED announcement in:• High Country News (for US groups or large

Canadian groups)• Local and (possibly) national newspapers• The Chronicle of Philanthopy - http://

philanthropy.com/section/Home/172/• Association of Fundrasing Professionals -

http://www.afpnet.org/ • Job posting services, such as monster.com• Social Recruiting (tweetmyjobs.com, LinkedIn)• TREC’s website - www.trec.org• www.idealist.org

Promoting the ED announcement among:• Non-profit networks• Alumni associations• Funders, colleagues, campaigns, coalitions

It is very important to take the time to adequately promote the job opening

It may be tempting to go just to your known circle of colleagues, advisors, staff and donors when looking for new talent. This is limiting, however, if one of your desired outcomes is to broaden the organization in any significant way. Resist the urge to go with what you know, and instead think seriously about the value of a broad outreach strategy.

It is very important to take the time to adequately promote the job opening. This is a critical opportunity for your organization to find the most suitable talent, so be creative in how you advertise the position. Beyond asking staff and Board to distribute the announcement to their contacts, consider looking for new ways to get the word out. The Internet and social media make this process much easier.

Dan’s Tip:

It is increasingly common to find highly effective and insightful ED’s that came from outside the traditional environmental arena. Any candidate whose background is farther away from your organization will need to come with a keen commitment to your mission and a strong set of skills relevant to its needs. They can also bring “fresh eyes” to both the work and to how it is done. Therefore, it is very valuable for the Board or search committee to brainstorm potential places where a new Executive Director may be found. Possibilities include other nonprofit sectors, socially progressive business sectors, community leaders, foundations and government agencies.


http://philanthropy.com/section.Home/172/

http://philanthropy.com/section.Home/172/

http://www.afpnet.org

monster.com

http://www.trec.org

http://www.idealist.org

http://www.trec.org

Evaluate Prospective Candidates

Screen applications - With a wide outreach effort you can naturally expect to receive more interest and applications. This makes it imperative that you have thought through a workable method to collect applications and complete an initial screening that brings forth the most qualified candidates. This will keep the search committee from becoming overwhelmed in dealing with large numbers of low-potential applicants.

As it can demand a large time commitment, a single person who has been prepared for the task and designated early on in the process is best suited to coordinate applicant screening. This person can be a staff, search committee, or Board member. A good organizational system is a must, as is a checklist for evaluating each application against the stated job requirements.

As a rough guide, you can expect to eliminate up to 90% of applicants at this stage. Plan to retain these rejected applications for one year or longer. You may find it useful to refer to these for other open positions in your organization or for referral to colleagues. It is not common practice to inform this potentially large group of people that they did not meet the position requirements. However, given that you are always looking to enlarge your “friends” base, it may be worth the effort to let people hear from you.

The most promising applications are then sent to the search committee for review. Designated members of the search committee should do the next screening, working towards a manageable number of well-qualified applicants, no more than 10-15, for phone interviews.

Conduct phone interviews. Questions should be well constructed to reveal information about the candidate that is not readily apparent from their application. It is best to have each candidate answer the same questions, though the sequence may vary. It is also a good idea to practice the phone interview to ensure that each candidate is treated consistently.

In addition to specific job skills, you will also want to think about cultural alignment. What characteristics or attributes are needed for the new person to be successful? You may need to review the values and philosophies that guide your organization to draft questions that reveal a suitable “fit.”

A good organizational system is a must, as is a checklist for evaluating each application against the stated job requirements


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The objective of the phone interview is to identify the most highly qualified candidates for the in-person interviews. You should use the phone interview process to narrow down the candidate pool to no more than 3-5 people for the in-person interviews.

Conduct in-person interviews - Conducting the in-person interviews well is crucial to coming to a reliable hiring decision. Ideally, two or three people conduct these interviews. Having the same people conduct all interviews is more likely to result in a fair assessment of the candidate pool.

As with the phone interview, it is best for those conducting the live interview to use a script of prepared questions. This ensures that each candidate is treated equally and simplifies the decision-making process afterwards.

It is useful to have the interviewers meet prior to each appointment to discuss the candidate, assign who will ask each question and settle other details. After each interview is complete, it is also a good idea to have the committee meet to discuss the candidate immediately, completing any notes and observations that will be useful in the final decision making process.

Complete reference checks - Once your list of finalists has been determined, you will want to check each person’s references. You can start with those provided by the candidate. Even though these references will tend to be positive about the candidate, you can still gain substantial information on how the candidate operates in various settings, getting a better sense of what they will be like in your organization.

It is also recommended that you verify past employment history, and see that it matches what the candidate reports. Due to liability concerns, many organizations now will only verify basics such as job title and dates of employment. It may prove difficult to obtain information on the person’s past rate of pay.

You may be able to engage the reference in providing more information about your candidate’s performance in their past organization, but this can also be a challenge to tease out. If the candidate is someone you are familiar with, you may be likely to get more valuable insight from your own network of personal references.

A checklist, continued

Evaluate Prospective Candidates

Rank the final candidates - At this point, it should be clear who the most suitable applicants are. If the process has been well administered, any candidate who has done well in the in-person interview should be qualified to do the job. You will now be making fine distinctions in coming to a final choice. Your search committee may call a meeting with the entire Board to present the finalists and initiate a dialog to rank them. This may lead to the need for additional interviews, perhaps with other Board and staff members sitting in.


The optimum outcome of this process is two or three final candidates, rank ordered in terms of Board and staff preference. Getting to consensus when there is significant disagreement within the Search committee or between the Board and staff may not be easy. Disparate points of view among the Board and staff must be aired and should be resolved at this point.

During the entire interview process it is important for the committee to keep the staff and Board regularly updated on the status of the search. Details of who has applied, and how they fared in this interview process is not required, but informing people how the search is proceeding keeps people up to date and therefore involved.

Before making the final decision - Before the final hiring recommendation to the Board is made, it is advisable that all staff members have another opportunity to meet the final candidates. After all, it is staff that will have the most contact with the new Executive Director, so their assessment and level of comfort with candidates is of great value. It is also critical to vet the names of finalists with the full Board, major funders and other key advisors before a final recommendation is made, to ensure that there are no issues with any of the candidates that might become problematic after the ED is hired. It is vital to operate with as complete information as possible in making the final choice.

Your goal is to come to an agreement that constitutes a fair offer, one that works both for your organization and for the prospective Executive Director. Expect to spend time negotiating the specifics of this agreement so that as many details as possible are resolved to mutual satisfaction.

Be prepared to allow adequate time for this closing process. This is a big decision for both parties.

Don’t rush it. The candidate of choice will also want to have enough time to make the right decision for them and for you.

Your hiring decision has many consequences. Take the time you need to do it right.

Even when a final candidate has been agreed upon, there is considerable work for the search committee to do. You must negotiate with the potential ED about the following:• Terms of hire

• Salary and benefits

• Start date

• Moving costs, if applicable

Here are some of the things that need to be done as part of this process:

• Complete the ED job description • Complete a letter of hire specifying

agreed-upon terms and conditions of the position

• Formalize the contract of employment, if one is used

• Specify performance standards and the organization’s formal review process

• Confirm the terms of the probationary period

Dyan’s Tip:

Complete the Hiring Process


Communicate the hiring decision - Until the new ED has been hired and the contract or agreement signed, do not announce the hiring. If for some reason the arrangement falls through, announcements made before the paperwork is signed can be an embarrassment for everyone.

It’s also best not to notify your second choice until you a have a signed document from the number one candidate. But once you do, be sure that the other finalists have been informed before making a public announcement. It is a measure of respect and good will to have the runners-up hear this from you. Phone or in-person communication is recommended, as hearing that you didn’t get the job via email, for instance, could easily be seen as rude or insensitive.

Once you have a signed agreement (letter of hire or contract), prepare an announcement to your constituents and community introducing the new Executive Director. Though the emphasis should be on the new ED, use this opportunity to acknowledge the outgoing person’s contribution as well. Be sure to publicly thank anyone who has been part of the selection committee.

Clarify the role and transition plan for the departing Executive DirectorAll too often organizations spend so much time attracting and hiring the new Executive Director that the role of the outgoing ED is overlooked. There are many important lessons to be learned from the departing ED, and the new person in the role needs access to that information.

Honor the departing Executive Director - Make certain that there is adequate attention paid to the departing Executive Director. Most likely this person has worked long and hard for the organization and deserves to be recognized for their contribution. Written acknowledgements, press releases and celebration with staff, Board, donors, funders and community members are among the activities you might consider.

Consider formalizing how the outgoing ED will “download” information to their replacement. This may mean engineering an overlap between the two, so that they have face time for this crucial task. At the least, specify

your expectation of the departing ED in terms of leaving complete records and documentation for the new person. The lessons from a founding Executive Director are often even more important, as they will include a historical perspective that no others will likely have. Take the time to listen to what these are, and make it a

point to document them for the new ED and for the organization in general.David’s Tip:


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Deciding on the success criteria for your new Executive Director was a big achievement, as was doing outreach to suitable candidates and then completing the screening and hiring process. All of this, of course, was just the prelude to the new person actually starting the job and getting traction with your organization and its issues.


The task of creating a long-term, positive relationship between the Board and the Executive Director is a mutual responsibility.

There are many ways for the Board to be proactive in working with the Executive Director. Developing a positive, forward-looking strategy can yield benefits to all members of your organization.

Section 2: Once your Executive Director is Hired: Working with the New E.D.

Introduction

Dyan’s Tip:

The first six months for a new Executive Director are critical, and can be a challenge for everyone

This early period in the Executive Director’s tenure provides fertile opportunities for the Board to engage with her and set the foundation for a long and fruitful relationship. The first 100 days on the job are especially critical. A fundamental goal for the Board is to work closely with the new ED as she develops a practical framework for understanding the organization and moving forward with programs and strategy.

The outreach and hiring process just completed can be exhausting and leave Board and staff feeling tired and worn down. This can lead to what might appear to be a lack of support for the new Executive Director as she takes the helm. Helping the new ED successfully transition into the job in this early phase is a key responsibility of both Board and staff. Everyone benefits from setting the new ED up to succeed and working closely with her during this critical early period.

The Board is accountable for the ED’s performance and needs to take a serious look at the way performance feedback is delivered. The Board needs to create a feedback-rich environment with timely robust feedback to and from the ED. Ultimately, it is the Board’s call whether the Executive Director is doing her job to an adequate standard. If serious performance issues arise, it is also the Board’s responsibility to monitor and if possible correct them.

Copyright © 2012 TREC Managing Transitions in Leadership page 20


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Keep in mind that however well qualified and energetic, the new Executive Director may lack detailed understanding of your organization, its history and current status. This will be especially true if he is coming from outside your organization. The new person will be looking to the Board for information, contacts, expectations and direction. You are well advised to pay close attention to the new ED during the initial period to ensure he feels guided, supported and appreciated. A go-to person or a small transition committee can help assure that the new ED has someone to turn to during his first days, weeks and months.

Of course, not all of this needs to happen the first week the new ED is on the job.

Be thoughtful about pacing the flow of information to your new Executive Director so that he can come up to speed quickly without feeling overwhelmed.

It is a good idea to designate a few people from the Board and staff to act as the liaison for this background-building process.

Dan’s Tip:

Clarify the role and authority of the new Executive Director

Clarify the roles of Board members - The new Executive Director most likely will walk into a situation that is new for him—new people, new goals and objectives and new issues. One of the first places we can help him is to clarify who does what. This may primarily mean which staff person is assigned to which area, but also reflects on the Board. Who are your Board members? What committees do people serve on? What strengths do individual Board members bring?

If your Board does not currently have a clear sense of roles, then this might be a good time to consider defining them. The injection of fresh energy that the new Executive Director brings gives an excellent opening to investigate how the Board has been operating and how this might be improved.

Encouraging the new ED to ask fundamental questions of the Board is one way to create a strong relationship with him.

Clarity on authority is crucial. The Board may give the Executive Director financial controls, the authority to initiate or terminate programs, discretion over adding positions, firing people and other powers.

Help the new ED to get the lay of the land - Be diligent in providing as much information as possible about your group, its history, programs and current circumstances. This includes providing internal documents like strategic plans, budgets and program information, but also extends to articulating the organization’s place in the ecosystem of local, regional and national groups. If the new Executive Director is also new to the community, give him as much help in becoming oriented as you can.

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Define transition plans: The Board can be tremendously helpful in the new Executive Director’s first weeks and months by guiding the plan for his transition into the organization.

Thinking through what needs to take place for a smooth transfer of authority to the new person will provide welcome guidance to him and quicken his integration.

David’s Tip:

The Board should be clear about what authority it is giving the ED and which it is retaining, so that the ED can work within these boundaries. If at any point members of the Board perceive the Executive Director operating outside these agreements, the situation should be recognized and addressed.

With staff, the incoming ED will want to gain clarity not only on what work is currently underway, but also who is assigned to what.

Expect it to take several months for the new ED to become familiar enough with the intricacies of running the organization to be able to respond to questions about staff assignments, or to be able to make fine distinctions about policy or strategy. Offer whatever help you can to make this process as direct and thorough as possible.

The outgoing ED’s overlap with new Executive Director - If there is overlap between the outgoing Executive Director and the new person coming in, be certain to take advantage of it. The exiting person holds invaluable information about programs, donors and staff, as well as understanding the context of the work.

It might be helpful to provide both parties with an overall plan on how to make the most of this time.

Be actively involved in setting up the new ED for success.

Heal any rifts that might exist from the relationship with the former Executive Director - Consider the dynamic of your organization that the new Executive Director inherits. Was there conflict with her predecessor and staff, Board or partners?

Are staff and Board in disagreement about any lingering issues and their resolution?

If your new Executive Director comes into the organization from the outside, you will want to be certain that these lingering issues are identified and, if possible, resolved. At the least your new ED should be aware of them, and of any rifts that remain.

If the new Executive Director is an internal hire, she will most likely have history and a point of view on what came before her promotion. It may be a good idea to explore this perspective with her as she comes into the ED role, so that the Board is aware of any issues and supportive of a fair and balanced approach with the new ED.


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Dyan’s Tip:

Make introductions The Board has the opportunity to do many things to help the incoming Executive Director become acclimated to her new role. One critical need is for introductions to all the key players. As it is likely the ED is new to your network, be active in helping her navigate it.

Major donors, funders, coalition allies, agency partners, advisors and members of the community will also want to meet your new leader.

Thoughtfully draw up a schedule that makes this a progressive process, so that over the first six months your new Executive Director gets to know a full range of the important stakeholders important to her success.

Specifying when, how and in what format the Board wants communication from the ED is key. It is helpful for the initial period that the Executive Director have a primary contact on the Board, as this allows there to be better communication for matters both routine and critical.

Providing this structure early on will serve as a useful channel for any information that needs to be conveyed.

The first three months of the new Executive Director’s tenure with your organization may be the most formative and critical

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Develop a communication protocol with the new Executive Director -Set expectations of what you want from the new Executive Director in the initial period.

She will be looking for direction, advice and suggestions, so be clear on what you want her to know. It will also be important for the new ED to develop a strong foundation of communication with the Board.

What schedule of meetings, briefings and informal check-ins will work best for all parties?

Who should be involved in each?


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• Believe in yourself, and play to win Cultivate a positive state of mind. Success in the new position is probably not equal to doing what you did in previous jobs, so let go of the old and embrace the new. Move beyond your comfort zone. Be aware of your vulnerabilities as well as your strengths. Set goals for yourself and visualize success.

• Accelerate your learning Quickly create your own learning agenda, defining what you need to know about the past, present and future of the organization. Try things and be ready to fail fast, learn quickly and move on.

• Secure early wins With long-term goals in mind, identify a few focal points for early success and concentrate on accomplishing them. Under-promise and over-deliver. Check in regularly with stakeholders to get their feedback. Document what’s working and what you need to adjust.

• Build your team Get to know each person in the organization, what they do and what motivates them. Identify change agents, as they will help you improve systems and programs. Build relationships, being the first to extend trust.

• Nurture a productive relationship with the Board Be proactive in working with Board members to know their personalities, talents, roles and interests. Seek out both formal and informal opportunities to interact with Board members and seek their input and guidance.

• Keep your balance Maintain your equilibrium through a concerted practice of personal wellness. Cultivate healthy habits. Identify your network of support, and be sure to ask for help when needed.

Both the ED and Board need to work closely during this period to cement the bonds needed for long-term collaboration.

Executive Director success factors in the first 100 days - During this early period, the new Executive Director may find the following factors helpful in engineering success. Board members can play a useful role by making these factors a regular part of the conversation with the ED.

Focus on the first 100 days


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Expectations on cultural factors

An area to clarify is your expectations on what might be called cultural factors. This would contain descriptions of expected personal behavior around your core values and desired workplace culture. Much of this should have been conveyed in the interview and hiring process, but it is important to reiterate it in the probationary period.

This allows you to establish a strong pattern of expectation and behavior that can be carried through check-in conversations and performance reviews.

Develop comprehensive work plans and goalsSet performance expectations - Anyone starting a job wants to know what is expected and how his performance will be measured. It is incumbent on the Board to delineate these expectations in terms that are clear and succinct. Much of this will be documented in a general way by the letter of hire, but more specificity is now required.

An important place to start is with a work plan for the Executive Director. In this, you and the ED will agree on his goals and objectives for the probationary period and for a specific period beyond. If it is the practice in your organization that all staff develop and follow specific work plans, then the one drafted for the ED should match them in style and format. If this is a new practice for your organization, you may want to incorporate this kind of performance planning into the ED’s mandate, so that over a period of several years there is consistency throughout the organization in the use of such management devices.

The responsibility for writing the work plan resides primarily with the Executive Director, though naturally he will initially need input and assistance in this from the Board. Plan to provide the new ED with ample time from one or more key Board members to review this process. Doing so can mitigate one major source of anxiety for the new person, and also provide another way to build a positive working relationship between ED and Board.

Plan for Executive Director Development - No matter how carefully you decided on hiring criteria and employed a robust search and selection process, you will never find a “perfect” person to be your Executive Director.

Everyone has strengths and weaknesses and brings an imperfect skill set to the job. It is also true that however skilled your new ED, she will need to continue to grow and develop in the job.

Professional development that results in new knowledge and skills coming into the organization is of course important for all members of your organization.


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The 360 process allows the Executive Director to gain perspective on how she is perceived by multiple audiences–staff, Board, allies, coalition members and funders. Common in the business sector, 360 reviews are now being used frequently with non-profit organizations.

TREC has extensive experience with the administration and interpretation of 360 assessment instruments and can help you decide when this tool might be appropriate for you and your ED.

Expecting and planning for the continued development of your Executive Director is an important factor throughout the ED’s tenure. Build it in from the start. Some of this will be simple skill building. For instance, your new person may need to come up to speed on a software application or computer system. It would make no sense to delay acquiring this skill, so plan to authorize and encourage this priority to be met as soon as practical.

There are almost certainly larger development needs for your Executive Director, and it is important to consider these as part of your long-term strategy. Skills in fundraising, for example, or in public speaking may take longer to cultivate, but can produce significant gains. Plan and budget for these as well. TREC can help advise you on a wide variety of professional development options, including various methodologies such as training, consulting and coaching.

Developing the whole person is another perspective on supporting the long-term success of the Executive Director. This means going beyond training a person in how to do the job and into the realm of the person developing her presence as a leader.

This process is sometimes done through the use of a 360 review once the new ED has been on the job for six months or longer.

David’s Tip:

Executive Director development is not an inexpensive proposition.

Care should be taken in choosing development activities that have highly relevant, specific outcomes. The Board should state clearly what different or enhanced performance they want to see as a result of the investment.

Have the ED take the lead on much of this, partnering with a Board member in evaluating needs, selecting programs and monitoring results.

Costs should be built into the budget early on, and be linked to a larger discussion of skill development for other staff as well.


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Fundamentals of Executive Director evaluation - Evaluating the Executive Director has much in common with evaluating any employee and is best done in a transparent, thoughtful and proactive fashion. This includes realistic performance expectations expressed in observable, measurable behavioral statements.

A common complaint from Executive Directors is the absence of a defined and constructive process for receiving reviews from the Board. Such feedback is both symbolic, showing the board is paying attention, and also practical, as it allows the ED to focus on what is working and what needs attention.

When assessing what to evaluate, remember that it is not only progress against specific program or financial goals that matters. These are undeniably essential, but including cultural factors in the evaluation framework is also very important. These factors include items such as leadership, alignment of behavior with values, communication style, teamwork and other factors. Though these are harder to measure than things like fundraising success, they are equally important in the long run, and everyone benefits when these elements are clearly articulated and fairly measured.

Evaluate the Executive Director’s performance

If your organization is up to date on its mission, vision and values statements, then the process of incorporating these into reviews is relatively straightforward. However, if you have not been through this process in some time, even your current staff may not be aware of these foundational pieces, or may not be acting in tune with them. You may want to update and clarify these basic elements of organizational culture. TREC may be able to assist you with this.

One area that may differ in emphasis for the Executive Director than for other staff is in the realm of leadership. Even though at TREC we believe that leadership is not positional, that is, that all members of the organization can and should be expected to exhibit leadership skills, it is still true that the ED is expected to lead in a larger and more visible way.

This means “stepping up” and being seen as a leader to all members of the organization.

TREC believes that the most enduring organization is one that creates a culture of both performance and learning. This requires an atmosphere of open dialog and feedback, where all employees work within defined expectations and receive frequent feedback

from one another on what is working and what can be improved.


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Dan’s Tip:

To be fairly evaluated on this crucial skill of leadership will require the Board to define what leadership really means for your organization.

What does leadership look like, and what specifically does the leader do?

Once it is clear on its vision of leadership behavior, the Board needs to articulate its expectations of the Executive Director. This may be a challenging and potentially illuminating process for the Board, and it is not one to shy away from. If leadership does come from the top, as many of us expect, then there is an opportunity here to demonstrate what this means for you.

Think of not just what the Executive Director needs, but also how you want staff, donors and the community to view the Board’s concept and practice of leadership.

Well-managed evaluations have a defined timeline and process - The annual cycle of reviews and the documentation that goes with them should be documented in your personnel manual. If these procedures need an upgrade, make sure this is done as soon as possible, at least so they are in place in time to evaluate the new ED.

As with other employee evaluations, it is best if a single person manages the evaluation process of the Executive Director. This needn’t mean that only one person provides input, but that there be a key liaison for this important process. Typically this will be the Board Chair or President, but could conceivably be delegated to another Board member.

Most organizations hold reviews on an annual cycle that is tied to the fiscal year or planning cycle. It is worth noting that more frequent performance check-ins or “mini reviews” may be valuable for both your Executive Director and the Board.

Consider holding these check-ins quarterly.

Giving and receiving feedback is not always a comfortable process.It is clear that in the absence of specific information coming back to a person, it is difficult for him to recognize what is working best and what needs adjustment. Many long-term performance issues can be resolved through providing useful, timely and direct feedback. Make it a point to provide this important input to your new Executive Director throughout his tenure.


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Possible topics to address in informal check-ins:• Report from the ED on his transition into the

organization. What is going well, and where are challenges appearing? How can the Board help solve a problem or manage a dilemma?

• Requests for more information on staff, programs, partners or funders.

• Report on progress against specific goals in his work plan.

• Report on the budget situation, financial statements, cash flow projections and fundraising success.

• Issues the ED is encountering with partners, projects, funders or others.

• Specific needs the ED has identified for financial or human resources, and other support requested to excel in the job.

• Any situation in the ED’s personal life that may have an effect on his job performance.

Dyan’s Tip:

Evaluation during probationary period - Ensuring the success of the Executive Director during his probationary period is in everyone’s best interests. An important part in setting up for this success is to provide a specific evaluation process during this initial period.

At a minimum, this would consist of one or more check-in sessions with designated members of the Board, evaluating progress on specific issues and asking the new ED what he needs to succeed in this position.

Hold a formal review early on in the Executive Director’s tenure. The suggested time for this would be six months after the person’s hire date, and would help evaluate the ED’s performance against specific targets identified earlier. Ideally this process would involve several Board members, and possibly one or more senior staff. It would follow the format of whatever review process is already in place for the organization. The result includes a document placed in the ED’s personnel file.

This probationary review would also allow a discussion of updated goals and objectives for the next review period. If possible, this would align with the organization’s overall schedule and procedure for work planning and reviews.

Assuming the probationary review is satisfactory, it indicates a milestone in the Executive Director’s tenure in the position, changing her status to regular or permanent employee. If it was written into the employment offer, this might also trigger a raise in compensation or benefits.

No matter the specifics, if the Executive Director successfully completes the probationary period, she deserves acknowledgment. This is a milestone for the organization as well, and provides an opportunity for recognition and celebration. Make this a moment to acknowledge and thank everyone involved.

Document Performance - Once the specific expectations of the Executive Director’s performance are established, the Board should make it a priority to review and document them. This should be done similarly to how it is done for other employees, so that the ED is held to standards and expectations similar to those of others.

The importance of this documentation process cannot be overstated. You can expect this to be a time-intensive process, but it’s worth it.


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Documentation is important for a number of reasons, including building your organization’s story, reporting to funders and helping all constituents appreciate your accomplishments

Using the Executive Director’s work plan, it is the role of the Board to monitor and document progress against his goals. It is important that the ED’s performance is measured against this specific “yardstick” so that it is clear what has and has not been accomplished during the review period.

Documentation is important for a number of reasons, including building your organization’s story, reporting to funders and helping all constituents appreciate your accomplishments.

Topics to document for the purpose of providing sound ED reviews include:• Completion of major projects demonstrating the delivery of your organization’s mission• Delivering on fundraising and financial expectations• Hiring, turnover and issues with staff• Progress on projects that build systems, infrastructure and capacity• Feedback from constituents and partners

David’s Tip:

It also provides a clear record of the Executive Director’s actions and achievements, which could become critical if any performance issues develop later. It also serves as a way of tracking results for recognition and acknowledgment.

Gain information from multiple perspectives to give a balanced review. Consider investigating the Executive Director’s performance from the perspective not only of the Board, but also staff, peer organizations and community groups.

This can be done through interviews or through a faster but less personal process of employing an online survey tool.

This document has legal implications, as it will no doubt be used as evidence if and when any contested termination decisions are made later.

This is not to suggest that you should produce performance reviews as a defense against potential litigation, though you should recognize this as a possibility. Rather, it is important to emphasize the importance of producing a review that is accurate, comprehensive and defensible.

Complete and deliver the review - Providing a performance review that is both accurate and motivational is as much art as science. The data noted above is an important foundation for the discussion.

This data is best matched with other observations of the more subtle impacts the ED has on the organization through his or her personal presence and skills interacting with people.

It is highly recommended that all of this be recorded in a well-written document.


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Choose the time and location wisely. Show the ED respect by scheduling the review at a time convenient for her, and with adequate lead time for her to prepare. It is best not to tack this onto a busy Board meeting where your evaluation comments may be brief or lack focus. Choose a neutral venue that will be private and without distractions.

Provide the Executive Director with the written review before the meeting. A well-managed review process should provide no big surprises for the Executive Director. The review discussion will be more productive if the ED has a chance to read the document before the meeting. Usually a day or two ahead is sufficient.

Emphasize the positive. Undoubtedly your Executive Director has worked hard throughout the review period and has had many successes and accomplishments. Regardless of whatever need there might be for corrective feedback, highlighting positives is an important morale booster.

Deliver any bad news unambiguously. If there are difficult issues to discuss, be direct in bringing them up. Don’t shy away from potential conflict out of fear of being seen as critical. Remember that you are responsible for maintaining the long-term health of the organization, and this means providing course corrections when needed. Your desire for changed behavior needs to be specific and actionable, and is best written as requests rather than vague complaints.

Allow adequate time for questions and discussion. Budget sufficient time with the Executive Director for a complete conversation about the review and whatever issues come from it. It may be a good idea to have a second meeting scheduled as a follow up, so that all involved feel that whatever issues have surfaced are fully addressed.

Look ahead to the next review cycle. Throughout the review, look ahead with the Executive Director to where she and the organization are going. Talk in terms of what is possible and how the ED can continue to build forward momentum. Ask her to continue to set goals to strive for during the next review period.

End on a positive note. Performance reviews are often seen as difficult or challenging, and many people view the process with some suspicion. They can, of course, also be instructive and motivating. Regardless of the specifics of the discussion, do your best to finish the conversation on a high note.

Once the review document has been written and approved by the Board, it needs to be delivered to the Executive Director. Here are some tips for conducting an effective ED performance review session:


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Cultivate methods that allow the Executive Director to deliver feedback to the Board too. This would include his perspective on the Board’s contribution to strategic planning, fundraising, program direction or other responsibilities to which the Board has committed.

The ED will see these issues from a different point of view, and expressing this might be important to his own sense of satisfaction. It can also funnel important information from staff to the Board.

Gaining the ED’s perspective could also have a significant effect on the Board’s view of itself and its role in moving the organization ahead.

Provide feedback and confront issues

Dan’s Tip:

No matter how careful you are in setting standards and expectations for the Executive Director and coaching him to high performance, it is possible that problems will develop. If they do, it is important that the Board be vigilant about recognizing signs and acting on them quickly and professionally.

If there are any signs of issues that might require immediate termination, such as potentially illegal actions or allegations of harassment, it is imperative that the Board act quickly to investigate and document the situation.

This topic is addressed in Section 3 of the Guide, Termination of the Executive Director.

Get the Executive Director’s feedback to the Board - Performance management is not a one-way street. Feedback works best as an open process, with each party having the opportunity to hear from, and then provide feedback to the other.

Executive Director input to the Board can be collected and delivered in a number of ways. The ED could deliver this as a written report, to the full Board in person, or through one person such as the Chair. It can also be done through an informal conversation with one or more Board members. However this is done, providing this opportunity to the Executive Director throughout his tenure can provide a valuable exchange of viewpoints.

Follow up from the review - Whatever action items come out of the review, it is a good idea to stay in contact with the Executive Director about them throughout the year. Reinforcement of positive behavior and reminders of performance goals are always helpful, and frequent contact is more effective than infrequent conversations.

There is a relationship between the competence, success and tenure of your Executive Director and the frequency with which you need to schedule performance check-ins. Someone new to the job, or faced with performance issues, requires more frequent discussions than the same person might once he has more experience and has dealt well with challenges the job brings. Create a check-in schedule that reflects your best assessment of the needs of both the ED and the organization.


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Provide feedback - Sometimes we may feel that getting feedback is synonymous with being told we’re wrong. However, identifying feedback as a positive exercise is fundamental to high performance. After all, feedback is simply information about how our actions are creating value--or not.

With this in mind, giving feedback falls into two categories: positive feedback, and feedback for improvement. No one minds hearing good news about his or her behavior or impact in the job. Providing positive feedback is an important motivational tool for your Executive Director. This can be for acts large or small, inside the organization or out. The point is to be on the lookout for successful moments in the ED’s performance and let her know that you have noticed and appreciated them.

We all need correction from time to time. Even the most stellar performer needs to know when one or more actions fail to deliver the desired result. Often she may not have registered where she was off target, and will appreciate the guidance that pointing it out provides. Other times we may come face to face with a person’s resistance to hearing what she may or may not be aware of. Developing an honest and functional relationship requires that we not shy away from providing feedback for improvement because we don’t want to confront a situation or a person’s actions.

Informal feedback to the Executive Director can come from any member of the Board. For more celebratory—or serious—moments, it may best come from the Board Chair. Getting in the habit of providing feedback will serve you well when it comes time for performance review, or if significant performance issues do arise.

David’s Tip:

Tips for giving feedback to your Executive Director:• Be involved - It is important to recognize the power of feedback to the Executive Director and

its effect on the entire organization. This requires paying attention to what the ED is doing. Make it common practice for all members of the Board, and especially the Chair, to make note of successes as well as concerns and convey them to the ED.

• Be specific - To be effective, feedback must be specific. Generate an accurate description of what happened in a particular situation, what effect it had, why it worked or not, and in the case it didn’t, what alternate action you might recommend.

• Evidence is your friend in this process. How do you know what happened and what the result was? For instance, saying “thank you” is always appreciated, but it will have a much greater effect if you can say why. Evidence becomes especially important in the case of feedback for improvement.

• The ED may not want to hear what sounds like “criticism” without convincing detail.

Tips for giving feedback to the Executive Director:• Be involved• Be specific• Be fair• Be prompt• Deliver negative feedback

one- on-one• Document it

When it comes to feedback, you do no one a favor by being vague


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As in all sensitive personnel matters, it is wise to consult with an attorney competent in labor law to ensure you are following both

the letter and the spirit of the law in your jurisdiction. TREC does not provide this kind of legal advice;

the information provided here is for your education only.

Tips for giving feedback to your Executive Director, continued:

• Be fair. Take the time to understand as much of the situation as you can, so that your feedback, good or bad, is balanced and takes into account the context of the situation and the actions of others. You may need to talk with staff or members of the community or research the particulars of the situation.

• Be prompt. Feedback doesn’t age well. Whatever the message, it is best to get it to the ED as soon as possible.

• Deliver negative feedback one on one, except as outlined below under Progressive Discipline. Negative feedback delivered as a group, especially if coming as a surprise, can be a serious blow to your relationship with your ED. Be considerate of how the message is being delivered.

• Document it. Documenting feedback is a good habit to develop, as it can serve you well throughout the Executive Director’s time with your organization. A file folder of notes of appreciation from funders and partners, for instance, comes in handy when writing the annual review. Documentation of problems and issues becomes important evidence should serious performance issues arise.

Progressive Discipline - If providing feedback for improvement fails to yield the outcome you desire, you should recognize the need for a defined path leading either to demonstrated improvement in behavior or to termination. This process is seldom easy or comfortable, but following it may be necessary to safeguard the organization and its

reputation. We highly recommend that this process be outlined in your organization’s personnel policies.

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There are important considerations in the progressive discipline process.

Much like giving feedback of any type, it is critical that it be specific, evidence-based, fair and prompt. Documentation is vitally important in the progressive discipline process.

Be prepared to do the following: • Over-communicate - Strive to minimize ambiguity. Write out all your key points, even for a verbal warning. Discuss them with another Board

member to check for accuracy and tone. Visualize yourself receiving the message. How do you want it to be phrased and delivered?

• Know your standards and stick to them - As many of us avoid conflict, it is important to recognize any tendency to ignore or minimize real issues with the Executive Director. It may help to remember what your organization stands for, and the behavior you strive to see in all your associates. Where is the line on upholding standards? If the line has been crossed, or even come close to, you need to act. Be brave.

Verbal warnings need to be carefully thought through in order to be fair and specific. After the issue has been vetted and the message clarified, it may be a good idea to have two people deliver it to the Executive Director. This ensures that the message is effectively communicated, and that there is a witness to the conversation. Notes should be taken during the discussion, and documentation completed as soon as possible afterwards.Dyan’s Tip:

Progressive discipline involves a number of distinct steps: First verbal warning - If the Executive Director has not corrected the situation raised in a feedback process, and it is serious enough that, if not addressed, it could lead to unacceptable outcomes, the first step is to have a formal conversation discussing the issue and clarifying what is at stake.

Second verbal warning - All the suggestions pertaining to the first verbal warning apply here as well. In this conversation, the message needs to be crystal clear for the Executive Director: here is the problem, here are the steps needed to address it, and here are the consequences of inaction or not meeting the specified targets. Having two people work through this process with the Executive Director is highly recommended. It is probably best that both are Board members working with the full knowledge of the entire Board. There can be no ambiguity in the message going to the ED.

Written warning - If the performance issue persists, it may be necessary to put the Executive Director on official notice that his employment is at risk. This is done in a carefully worded “warning” document. Often it includes a performance improvement plan that describes as precisely as possible what corrective actions are at the ED’s disposal, and what action is required of him to ensure continued employment.


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Create a positive long-term relationship

Be clear about standards and expectations - The job of Executive Director is fraught with the ambiguous and unexpected. One role of the Board is to provide as much clarity as possible. Take it upon yourself to articulate your desired standards of performance and personal behavior, so that the ED has as accurate a map as possible.

Communicate clearly - Lack of regular interaction or clear channels of communication can make any relationship more difficult. Anticipate what the Executive Director needs to hear from you, and vice versa, and strive to set up schedules and systems that allow for this to take place. When in doubt, over-communicate.

Reject poor behavior - The Executive Director is the ambassador for your organization, and is highly visible in the community. How she represents you matters. If there are incidents when the ED’s behavior doesn’t meet the standards you expect, you must act to correct the situation. Your organization’s reputation may depend on it.

Acknowledge success - People thrive on accurate and timely recognition. Make it a practice to catch your Executive Director (and all your staff) doing things right. Exercise the power of recognition by saying thank you in ways both large and small, formal and informal.

Assume the best - In almost all cases, the Executive Director is acting from positive intent and with the organization’s best interests at heart. Recognize this and be proactive in providing the ED positive recognition and support.

A great deal of attention goes into searching for and integrating a new Executive Director into your organization. A long-term, mutually beneficial relationship is your goal. In order to proactively create an atmosphere of trust and performance, consider the following best practices:


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No one stays in a job forever, nor perhaps should they. A certain amount of turnover, even at senior levels, can be a healthy event in the life of an organization. Change allows new ideas to come forward, and can even increase your momentum and vitality. However, managing change is not easy. There will always need to be a balance between a new way and preserving the best of what has come before.


Section 3: Addressing Executive Director Transition: Turnover, Resignation and Termination

Introduction

Your current Executive Director might choose to leave for a variety of reasons. This could include retirement, shifts in her personal life, taking a new position elsewhere or even changing careers. The transition may come as a surprise or as part of a long-term plan. In any case, the job of the Board is to move swiftly to make the transition happen in a smooth and controlled fashion.

It is also possible that the Executive Director transition will happen as a result of termination. An unplanned event of this type can be much harder to resolve.

Regardless of the Board confidence or competence, a termination often presents significant challenges to everyone in the organization.

However it happens, Executive Director transition presents the Board with multiple challenges, demands and opportunities.

Not only do you need to keep the organization moving ahead as the former person exits, but the search and transition process for the new ED must be handled skillfully.

These two overlapping issues can be time consuming and often create significant strain on the Board, as well as on staff and key volunteers. It is advisable to thoroughly think through how the transition is going to affect the organization and be proactive in taking steps to make this important time of change as painless as possible.

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Develop a communication plan . Decide what is to be communicated to whom. Both the content and phrasing of the message can vary significantly for various audiences. Staff need to hear different information, and in a different way, than does your membership. Similarly, your major donors may have concerns that differ from the general public. It is important to think about carefully tailoring your message for each group you need to reach.

Address short-term transition responsibilities

Develop specific talking points for each audience that include basic information, such as:

• Why the transition is taking place. You need to be prepared to say what you can about the reason for the Executive Director transition. The ED has been highly visible in your community and many people will want to know what happened and why, and what the ED is going to be doing next.

• When the transition will take place. What is the announced date of the incumbent ED’s departure? When will an interim person be available for questions or to continue with essential tasks such as strategy and fundraising?

• What the organization is doing to maintain leadership in the interim period before a new ED is hired. How will each of your programs continue to be led? Who is responsible for each major function that the exiting ED had managed?

• Whom to contact with questions and needs. Donors, members, partners, funders, elected officials and others will probably have immediate concerns. A designated single point of contact will help them feel acknowledged and heard. Reassuring your constituents in this way will go a long way towards maintaining their confidence in your leadership in the early period of the transition.

Decide who needs to be made aware of the transition, and when. Usually staff and Board should know first, followed quickly by key funders, donors and volunteers, then other partners and peer organizations.

Make a list of these important contacts and vet it carefully to ensure that everyone in your network is contacted in a timely and thoughtful manner.

See “Inform insiders” and “Communicate to Outsiders” for more detail.

David’s Tip:

Designate the person responsible for communicating the message. This could be more than one person, but it is important that there be clear delineation of roles so that it appears to your various audiences that you are well coordinated in your communication.


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Determine how the message is to be communicated: face-to-face, by phone, by email, press release, social network or other method.

When it comes to receiving important information, one size does not fit all.

Phone calls are always best for key people rather than a generic email.

Ensure confidentiality. Transition often involves sensitive information about both the organization and the Executive Director. Be careful to screen your communications for internal matters and personal circumstances that may not be appropriate for widespread distribution.

How will you recognize the contribution of the outgoing leader? Except in rare cases of malfeasance or other circumstances requiring immediate dismissal, the outgoing Executive Director, who has no doubt made major contributions to your organization, deserves acknowledgement.

An Executive Director transition also provides an opening to reach out to the larger community and raise the profile of your organization.

Few organizations in transition take advantage of this opportunity. They are often overwhelmed with keeping the organization functioning at the same time they engage in the time-consuming tasks of outreach and hiring.

However, consider creative ways to use the search process to bring attention to your organization.

For instance, you might ask your local paper or a publication like High Country News to write an article identifying the key achievements of your organization over the past few years. This can highlight your presence and achievements in all hiring-related outreach.

Inform insiders - Make sure that all Board and staff members hear about the resignation as soon as possible. Getting this important news from someone outside the organization, or too late after the event, can cause confusion, concerns and even distrust. Staff will be particularly anxious to understand the plan for replacing the Executive Director and what the transition means for short-term leadership.

It is imperative for the Board to convey to staff that the transition is being handled competently.

The staff needs a clear picture of what their role will be in the search process, and to be reassured that the Board will keep their best interests in mind.

Dan’s Tip:


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Key funders. Foundations and other major funders should also be informed of the changes early on, either by the outgoing ED or a Board member. Use the list of talking points discussed above to ensure consistent messaging. Board members should avoid providing too much detail about the ED’s departure. They should be prepared to describe, if the funder is interested, the steps the organization is making in handling the transition.

Donors and members of the organization. Early on in the transition process, be sure to alert your major donors by phone. It is important that they hear of the transition from you rather than from someone else. In most cases, it is acceptable to notify your membership using common channels, such as e-alerts and newsletters. A special announcement is usually not necessary. You don’t want to make a singular issue of your ED leaving unless there is some bigger positive announcement or news that softens the transition news.

Partners and peers. Partner organizations that have been in close contact with the departing ED also deserve to know about the transition. They will want to know what impact the transition will have on their projects and who the lead person taking on these responsibilities will be. Communication with these partners should address any questions or concerns they may have.

Peers—that is, colleagues from organizations networked or allied with yours—also deserve special consideration. Involve the outgoing ED in developing a comprehensive list of who these people are, and draft a plan for reaching out to them.

Officials. If you are working closely with elected officials, it will be important to ensure that they hear from a designated person in the organization in a timely manner. Tailor the message with this person’s past and future interest in your organization in mind. Your reputation with them will to some degree be influenced by how you reach out to them during the transition.

Media. A brief press release is usually sufficient to alert the local media once all other key players have been notified. If you have cultivated deeper or more regular contact with particular members of the media, they may appreciate a personal call conveying whatever news you can share.

Update marketing and outreach materials. Once the external communication has taken place, outreach materials such as web sites, voicemail systems and marketing materials should be modified. Start with the easiest or most commonly accessed of these. Due to cost, it may be best to wait until a permanent ED is named before changing printed materials.

Communicate to outsiders


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Dyan’s Tip:

Wherever possible, it is best to advise staff members of the transition in person or by phone and reassure them that the Board wants to guide as smooth and timely a transition as possible.

Staff should be provided with the name of a Board liaison member(s) who can handle any questions that come up in the transition process.

If you are a Wilburforce grantee, TREC may be able to provide fiscal management assistance during transitions.

If the organization does not make accurate and timely cash flow projections available to the Board on a regular basis, then the Board should insist that such projections be developed immediately. The Board must monitor the cash flow situation closely to ensure that any downturn in funding does not cause significant disruption to the organization’s programs, staff or reputation.

If the organization does not appear to be on solid financial footing, or the Board doesn’t receive accurate and timely financial information on a regular basis, we strongly recommend the Board take immediate action to ensure that highly competent financial management is in place during the transition. This will ensure that accurate, timely and accessible financial reports are available to the Board and to funders.

The Board may have to hire an interim financial manager or external accountant in order to achieve this. The cost of using an outside resource could quickly be repaid in the peace of mind that comes from having professional assistance.

Ensure financial stability - The Board must pay close attention to the organization’s finances during the transition. Guaranteeing timely and accurate accounting of cash flow is especially critical to managing a smooth transition. Ensuring there are adequate funds to meet operational needs will be important for the confidence of staff and funders.

The Board needs to be very aware of how realistic any revenue projections are. Where is money coming from? When should the organization expect it? For what purposes? How will the ED be transitioning information about his relationship with funders and donors?

If your organization’s outgoing Executive Director was deeply involved in financial management, you may be at risk of losing this person’s intimate knowledge as she departs. Be certain to thoroughly debrief the departing ED around financial matters, especially details that may not be easily retrieved from whatever financial management system you have.

It is especially important to investigate the details if the organization does not appear to be on solid financial footing. If you have been relying on your Executive Director to closely manage the situation, be sure to investigate and document those details and con-cerns before the ED departs. Engage your Board treasurer or other members to assure the entire Board that you are carrying out your critical fiduciary responsibilities.


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You may also be well advised to take a conservative approach to fundraising in the year or so following an Executive Director departure. It may take some time to develop the trust in the new ED that donors will require. In the interim, a thoughtful strategy to ensure that key donor relationships are maintained and enhanced is critical.

Develop a plan for Executive Director transition

Even during expected transitions from one Executive Director to another, a myriad of tasks and responsibilities will need to be transferred. Since the potential for significant lapses or oversights is very real, it is important for the Board to complete a plan for the smooth transfer of authority.

Once an ED has announced his departure, the Board should request a written transition plan from him. The plan needs to identify the key ar-eas of focus for the outgoing ED until his departure. It should include goals and tasks that will ensure that daily operations continue unhindered. Any transition-related tasks need to be identified and, if possible, addressed.

The outgoing ED should provide a short list of her top recommendations regarding major tasks that need attending after her departure. These should focus on big-picture goals and strategic direction. They could also include such topics as relations with key funders, transition of key program relationships, changes in financial responsibilities and other important details.

If the departing ED cannot develop a satisfactory plan, the Board may have to think carefully about how to ensure a trouble-free transition. You might consider identifying an appropriate senior staff person and ask him to complete the plan. As this is a critical assignment for the health of the organization, it should be made in writing and communicated in person.

Succession Planning - In an ideal situation your organization will anticipate Executive Director transition and consider it part of a larger organizational planning process. However, staff and Boards of small nonprofits often do not have the time or experience to develop succession plans, even considering it to be a luxury.

If you have not engaged in this type of planning prior to the announcement of the Executive Director transition, you most likely will not be able to do it in a thorough manner in the short term. You might, however, consider adding succession planning to your next round of strategic planning.


Maintain fundraising strategiesFoundations and major donors will likely watch the progress of the transition closely. They may hold off on further donations to the organization as they assess their confidence in the new leadership. It is prudent to anticipate that some funders may even take a ‘wait and see’ approach. This could result in them holding back funds that had seemed secure until they’re clear where the organization is likely to go next.

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The Board may consider several options for appointing an interim E.D.:

• Appointing an existing senior staff member or Board member as interim Executive Director• Bringing in an interim Executive Director from outside the organization• Increasing the involvement of the Executive Committee in the month–to-month operation of the

organization• Increasing the involvement of senior staffers in the organization’s operations

You may be able to consider some larger organizational issues as you prepare for the ED transition. These would include making a thoughtful appraisal of staff capacity and growth potential. You might, for instance, consider promoting or reorganizing staff to match an updated Executive Director job description. Some organizations will try an internal promotion by appointing an existing staff member as an interim or acting ED.

David’s Tip:

Appointing an interim Executive Director. Until recently, the average time to find a new Executive Director was four to six months. Now we are seeing searches that are taking considerably longer. Anticipate that the interim period may be longer than you would like. In any event, even a few months is a significant length of time for any organization to be without visible leadership.

If an interim Executive Director is appointed from existing staff or Board, care must be taken to ensure that the arrangement is clearly understood as temporary. If the interim ED wishes to apply for the permanent Executive Director position, she needs to understand that she will be treated in the same manner as other applicants.

If the interim ED is a Board member, you might urge her to either take a leave of absence from the Board or considering resigning.

In the case of an interim ED being appointed from staff, make it clear that if this person is not chosen for the permanent ED job, his current job position is secure.

This conversation should help the interim ED understand his value to the organization, and keep any potential disappointment from becoming a demotivating experience. You want to avoid a situation where an internal candidate who fails to get the job feels that there is no ‘up’ for him and that he must look for an ‘out’ from the organization.


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Should you decide to appoint an interim Executive Director, this person should be provided with a thorough briefing and description of responsibilities, including:

• A job description and performance expectations• Guidance on short-term organizational priorities• Programmatic and policy, fiscal management and human resources management authority• A primary contact person on the Board

Executive Director retirement - Many organizations have had a long-serving Executive Director, and the day will come when that person chooses to retire.

This can present the Board with a difficult set of circumstances, in that the retiring ED most likely has extensive knowledge of the organization and a deep list of contacts and peers.

It may appear that this person wears shoes that will be hard to fill, and indeed it may take intensive outreach to find a replacement with comparable experience.

It can be easy to overlook that the new ED will bring new talents and contacts to help the organization move into a new direction.

The Board can address retirement transition by:

• Requesting a long lead time on an impending retirement, to allow for a smooth transition

• Progressively shifting responsibility to other staff prior to the transition to provide a reasonable period of cross-training to help staff succeed

• Notifying key funders, donors, partners and allies well in advance

• Expecting thorough documentation by the outgoing ED on all key areas of their expertise

• Taking the time to honor the outgoing ED for service rendered

Types of Executive Director transition - All types of executive director transitions can be challenging, as they present opportunities for transformational change.

The Board needs to be adaptable to address the unique challenges in each transition situation. All types of transitions are pivotal opportunities to assess the organization from a new and different perspective. You will need to tailor your approach to the transition based on the type of situation you have.


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Dan’s Tip:

Founder - All of the comments about retirement may come into play if your transitioning Executive Director was also the group’s founder. She is likely to have unique influence on staff and donors due to her involvement in the birth of the organization. Often, the founder’s personality will have a profound influence on the culture of your group.

In planning for transition from a founder, consider these factors:• This transition provides a watershed opportunity to set the organization on a new or

refreshed course. How can we reinvent ourselves at the same time that we honor our roots?• The founder’s vision is likely to be deeply ingrained in your organization. Is the vision still

true, or is it ready for an upgrade? Which parts of the founder’s legacy are most important to retain?

• How will any new Executive Director measure up to the founder’s contributions? Think carefully about how to set the new person up for success without forcing a comparison to the founder.

Start up - If your organization is in a start up mode, your Executive Director is likely to have his hands on every aspect of the work—in fact, he may be the sole employee!

In a transition situation, take care to thoroughly debrief the outgoing ED to make sure that he has documented as much of the substance of the work as possible.

Also, consider that the new Executive Director will be coming into a volatile situation, which may require significant attention from the Board as she gets oriented.

Turnaround - A turnaround situation will likely require the incoming Executive Director to act quickly and forcefully to alter or repair fundamental aspects of your organization’s structure or programs. Your survival is at stake, and this may require bold measures.

The Board has a critical role in managing this process so that the organization’s stakeholders are fully aware of the issues and are prepared for whatever actions the new ED may institute.


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Terminating employment is often fraught with difficult emotional issues and potentially risky legal implications.

Any Board of Directors MUST obtain competent legal advice prior to recommending or initiating termination.

TREC cannot provide you with legal advice.

TREC recommends consulting with an attorney with labor experience in your jurisdiction. We may be able to provide referrals though organizations like the National Employment Law Association.

We also recommend that this be paid advice to ensure clear accountability and to avoid any potential conflict of interest.

Dyan’s Tip:

Except in rare cases of illegal behavior or gross misconduct, the decision to fire an Executive Director typically starts with a lengthy discussion of issues around strategy, performance and fit. It can also begin with recognition that the current Executive Director’s performance is not meeting the organization’s needs and that it is time for her to move out of the position.

Dismissal for cause - Though rare, circumstances can and do arise when it is necessary to remove the Executive Director from his job on short notice. This is typically due to an unacceptable action or unethical personal behavior.

Examples include fiscal malfeasance, sexual harassment, drug abuse or breach of contract as outlined in your organization’s personnel policies.

It is imperative to seek legal guidance, so that while any investigation is underway, the organization and staff are protected from alleged malfeasance. It is also important to secure documentation from every source involved.

Should your Board have evidence of any egregious actions or situations involving the Executive Director, it is imperative that the Board initiate action immediately. Take any allegation of unlawful behavior seriously and work quickly to document the incident as completely as possible.

Insist on due process for the ED.

Seek legal advice for guidance on how to proceed.

Deciding to terminate the Executive Director


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From the beginning of the ED’s tenure, you should communicate expectations in a clear and timely fashion, both in person and in writing, and provide sufficient feedback so the ED knows where he stands.

Planning and documentation are key to good performance, and to ending employment gracefully when necessary. They are also the best way to avoid potentially damaging and expensive litigation.

Removing an ED from her post is potentially very disruptive to the staff and work of the organization.

Consider the effect on employee morale and the reputation of the organization in the community in both keeping and removing the ED.

Be certain that you have weighed the potential gain from replacing the ED against the very real costs you may incur in doing so.

Before you make a decision to terminate the ED, ask yourself whether you’ve given her sufficient opportunity to advocate for herself. • Are you being fair in your assessment? • Would more feedback, coaching, training or guidance help? • Is the problem with the organization, the Executive Director, the work environment, the job

itself, or is it some combination of these factors? • Is it possible that the ED is being held to impossibly high standards, ones that few people

could actually accomplish?

We recommend that success criteria be thoroughly evaluated here, even if they have not been earlier in the ED’s time with the organization.

Treat dismissal as an option of last resort - As a Board, your goal should always be ensuring that the Executive Director has been given ample opportunities to succeed.


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Know when it’s time to terminate

The decision to fire the Executive Director is one of the most important, and risky, decisions a Board can make. As such, it should be done in a thoughtful and diligent manner. Boards often hesitate, and may even wait too long to fire an ED. This is not surprising given the gravity of the action and the degree to which many Boards are distanced from the month-to-month activity of the ED.

However, if an Executive Director is consistently underperforming, and you have determined the issue is not training or another controllable factor, be prepared to gather significant and substantial documentation before terminating the person.

Contributing factors may include:

• Letting poor performance go unaddressed can quickly erode morale inside and outside the organization, possibly leading to even bigger issues for you to deal with later.

• Managing an underperforming ED also drains organizational resources, as other employees may feel undervalued if they perceive a colleague, especially their boss, receiving special treatment.

• It may be better to spend your time filling an open position than managing someone who should no longer be in the job.

• Once you’re sure your Executive Director isn’t working out, act on that conclusion--sooner rather than later. The longer it takes to fire someone, the more you are in danger of losing respect from the rest of the organization.

• Firing someone is never something we want to do, but it may be inevitable, and as a leader it’s something you may have to get used to.

• In making the termination decision, the Board should get as much data as possible on the performance of the Executive Director. This can be difficult, given the confidential nature of any inquiries the Board may make.

• Often a Board can use an anonymous 360° feedback process, involving people inside and outside the organization, to get frank information from people around the Executive Director.


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The following are important considerations in the termination process. The Board needs to consider all of these factors before acting to terminate the Executive Director.

Get absolutely clear on what you want to accomplish by terminating the E.D. - It is not uncommon for the Board to become frustrated with a few aspects of the Executive Director’s behavior and use these frustrations to make a hasty decision to replace the person. Often, Board members automatically assume that a new ED would significantly improve the performance of the organization, or even make certain problems “go away.” It is helpful to think through the reasoning for termination and share it among all decision makers prior to taking action.

Test the Board’s thinking - Most Boards have, at best, incomplete or possibly inaccurate information on the performance of the Executive Director. In addition, the Board’s analysis of the need to replace the organization’s leader can easily be flawed. Attempt to get as accurate a picture as possible of the ED’s performance. Also consider the “big picture” of the organization’s mission and strategy to appreciate the context of the ED’s work.

It may be valuable to take a respected senior staff member into the Board’s confidence. This should be a person who you believe is able to see the full picture of the organization, and therefore can be as objective as possible. It should be someone who has demonstrated trustworthiness and can be relied upon to maintain confidentiality. The Board can advise the chosen staffer of their analysis and of their tentative decision to remove the ED, and ask for honest feedback to the Board’s thinking. If the Board is considering an interim ED strategy, and it is possible that this same senior manager could become the interim leader, care should be taken to separate the issues.

Asking a senior staff member to carry the burden of this confidential information is no small request, and the Board should be respectful if the senior staff member declines to become involved. If the staffer does agree, the Board can use the staff member as an invaluable sounding board for an assessment of the opportunities and challenges and then as a suitable transition plan is developed.

You may also consider confidential and discrete inquires outside the organization, with funders, partners and others, to test the Board’s thinking about issues or concerns.

Perform legal due diligence - Before the Board gets serious about the possibility of firing an Executive Director, it is critical to seek competent legal advice about what would be required. The timing of seeking this advice can be a delicate matter. If advice is sought too early, such as before adequate Board discussion, this action may be seen as precipitous by other Board members.

However, waiting too long to get competent legal input can waste precious time and energy. It might also expose the organization and Board members to potentially serious risks around performance and reputation.

Essential steps prior to termination


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David’s Tip:

It is critical to understand that if the firing is done for any reason related to the ED’s performance of their specific job duties, the Board must ensure that it has documented a legally defensible case for the termination. As with all personnel matters, confidentiality is critical to this entire process.

It is also important for the Board to be aware of the possibility of a contested dismissal. This can occur if the outgoing ED believes he has been terminated without justification, or in violation of laws protecting employees from capricious action on the part of the Board.

Obtain buy-in and formal agreement on all decisions - Lack of consensus on the Board’s part about changing the employment status of the Executive Director is a key risk factor. This can become a serious problem if the Board is split on the decision, with some members feeling loyal to the ED while others want to terminate the person.

There are special considerations if the ED has a close personal relationship with one or more Board members. This is quite common if the outgoing ED is the founding Executive Director or has significant tenure, as she may have built the organization around her vision, or if she has been active in Board recruiting.

The lack of a clear termination agreement can backfire if the Executive Director, when terminated, aggressively lobbies his allies on the Board and creates turmoil in the decision-making process. It is therefore critical to take the time necessary to secure full Board participation in termination discussions and reach agreement on all decisions. The Board also needs to be aware of, and ready for, the possibility of complications from an ED contesting the termination decision.

Whatever the decision, identifying the key “messaging points” that will follow termination is an inescapable responsibility of the Board. These should be well articulated and agreed to in advance of any public announcement. Board members should agree not to deviate from these statements.

Even the possibility of contested dismissal can put the organization at risk of becoming involved in a lawsuit, with considerable potential complications and expense. As the organization can be liable for significant penalties, and a loss of good will in the community, be prepared to consult with appropriate legal counsel to avoid a negative outcome. While it is often the case that people use the threat of lawsuits to enhance their bargaining position, you should consider the potential for conflict seriously.


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Be clear on the exact nature of the termination - How the termination is positioned and described, both to the departing Executive Director and others, has critical practical and legal implications. There is no way around the fact that firing someone is uncomfortable. In response to this discomfort, Board members may want to ask the Executive Director to quietly resign as a way of allowing all parties to “save face.” It is important that the Board demonstrates a high degree of honesty and integrity in the process.

In some jurisdictions, such as Canada, this could be construed under employment law to constitute constructive dismissal, which is essentially wrongful termination. If the organization had a contract with the Executive Director that allowed either party to break the agreement without cause, then asking the ED to quietly resign may constitute a violation of that agreement. It is critical the Board seek legal advice about how the termination needs to be positioned with both the ED and in public statements.

The Board should identify how the ED departure and transition should take place. Options include:• The ED leaves immediately - Where the ED’s performance has been seriously flawed, or there is a high degree of conflict between the ED

and other staff or the Board, it may be preferable to have the ED depart immediately. This may take the form of a ‘paid leave,’ with the requirement that the ED complete some outstanding tasks or otherwise support the transition to the interim leadership.

• The ED leaves after a predetermined period - An ideal scenario may be for the Board and ED to maintain a respectful and effective working relationship, one that allows the ED to provide satisfactory focus on job performance during the transition. As the downside to this could be a “lame duck” scenario, wherein the ED overstays, sensitivity to timing is important.

In addition, key partners and funders of the organization may hold back on new initiatives or funding until new leadership is in place. Therefore, it is advisable to limit the time the ED stays on after the termination has been announced to a period of three months or less. This means the Board must have a workable hiring plan in place and be ready to implement it the moment the ED is terminated.

• The ED leaves when or shortly after the new Executive Director is hired - This may be desirable, as it allows some overlap between the outgoing and the new ED. However, as the hiring process often takes longer than is expected, the outgoing ED may cease to be effective. Or she may need to move on to her next opportunity before the new person is chosen or installed.

• The ED moves into a different position in the organization - In some cases the outgoing ED may be asked to move into a different role in the organization, such as a program or fundraising position. This can be a viable strategy, though it is sometimes difficult for the departing ED to transition effectively to the new role.

• One option is to have the departing ED take on a specific task for a limited amount of time, as a way of helping in the transition to the new Executive Director. One challenge of this approach, of course, is having an open position available and the funds ready to pay for it.


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Identify any operational impacts the termination will have and make plans to address them - The Executive Director is typically involved in many crucial organizational processes, including program management, fundraising, fiscal management and community outreach. The Board must look at each area that involves the ED on a weekly basis and assess the impact of the various termination scenarios.

While it may be unrealistic for the Board to develop plans to address each of these areas, it is important to identify the most critical tasks the ED is involved in. Thinking this through assures the Board that unpleasant surprises in program or staff performance are avoided.

One way to minimize surprises, and to maintain some control over the situation, may be to offer the departing Executive Director financial or other incentives if he meets specific requests of the Board during the transition. These requests should be in writing and be mutually agreed upon.

Consider involving a labor attorney in drafting or reviewing this kind of agreement.

Complete the separation agreement - It is important that all the conditions of the termination are documented in a formal agreement provided to the outgoing Executive Director.

As this could be scrutinized in any wrongful termination action, a qualified attorney should review the separation letter before the Board formally approves it.

Put the critical pieces in place before the ED termination is announced. Prior to the formal announcement of the Executive Director’s termination, the following topics should be addressed and consensus gained on each:• Formal approval by the full Board of the termination action

• Approval of the terms of the dismissal, including severance package, benefits, accrued vacation and other details. These items should be described in the separation letter.

• Identification of a Board member who will act as liaison to staff after the ED is fired

• Communication plans for various constituencies. These include the final wording of any written communication for each of your key stakeholder groups. They should also include a detailed list with the names and contact information for each person who will receive communication, the order in which the communication will take place, and who is responsible for contacting each person.

Identify interim authority - Whether or not you decide to appoint an interim Executive Director, staff and the public will need to know who is in charge of each major area of responsibility handled by the outgoing ED.

If an interim ED is to take the reins, then a letter specifying this person’s scope and authority should be drafted and ready to be signed by the interim ED as she begins the job.

Dan’s Tip:


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Plan for the termination discussion

Set a Time, Date, and Place - Delivering a termination message is seldom simple and can carry a great deal of emotion. Your goal should be to map out a strategy to make the event as painless as possible.

Consider how much advance warning you give of the meeting and how you position the conversation. Too much notice may lead to unnecessary worrying on the part of the outgoing Executive Director. You may tell the ED that you want to meet with her to discuss an important issue, but avoid being specific about the topic. You may choose to position it as a check–in.

Give thought to when and where you will hold the meeting. It may be best to pick a neutral location, such as a conference room or off site, so that you are free from potential distractions. It is also wise to choose a time that is not only convenient for both parties, but also considerate of the departing ED.

Do it in person - You may run into logistical difficulties if the Board member(s) initiating the discussion are not located near the Executive Direc-tor’s office. You may need to arrange for a Board member to travel to the location in order to deliver the termination. Some Board members may wish to wait until the Board and ED are together for an already-scheduled event. However, this may cause unnecessary disruption to that event. It can also prolong the termination window, adding yet another distraction to an already difficult situation

Dyan’s Tip:

The formal notice of termination should be handled with a great deal of care and be delivered with the respect and tact due the outgoing ED.

The Board Chair/President is typically the most suitable person to deliver this message. You may choose to have one other Board member join the Chair, but having more than two people present may make all parties uncomfortable.

Having a second Board member present can ensure that key messages developed by the Executive Committee are conveyed effectively. This second person will support the Board chair if he is nervous and help him if he forgets or miscommunicates something. A second person also adds an air of gravity and will possible reduce the chance that the ED will try to ‘negotiate’ their way out of being fired. The second person can also act as a witness if the ED later contests what was conveyed in the meeting.

Decide who will present the termination


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Prepare yourself and have a plan It is best to prepare notes or talking points for the meeting, even though you may find you do not need to refer to them during the discussion. If you do decide to use prepared notes, you can tell the ED that you are using them because this is an important meeting and you want to be sure not to miss anything.

Make sure your emotions are under control so you can remain both clear and respectful during what may be a challenging conversation. For example, the Executive Director may try to lash out, place blame or even make you wrong as the bearer of bad news. It is important for you to avoid becoming angry, arguing with the ED, or trying to explain the details of the decision. You can always stop the meeting if it becomes too emotional. A brief pause can give both sides a chance to cool off.

Recognize going into the meeting that you may feel disappointment with the situation. You and the organization probably had a major investment in the ED’s success, both personally and financially. You may have trepidation about the decision to terminate. Yet it is your duty to act, and to do so professionally.

In a situation where you want the Executive Director to stay in the job for an interim period, you may need to have a Plan A and Plan B for the meeting.

Plan A may assume the ED is willing to entertain staying in the role until a new ED can be found. In this case the meeting may be longer and more collegial in tone, with some focus on how the transition can best be made. This assumes the ED handles the news calmly and it has already been determined that having him stay on is a workable idea.

Alternatively, you may need a plan B if the ED is upset, belligerent or otherwise rejects the idea of staying in the role. You would then most likely have a shorter conversation that covers the minimal information required for the ED to depart. Also consider giving the outgoing ED time to consider Plan A with a defined date for a response.

David’s Tip:

You should think through these two scenarios, plus whatever others you and the Board have identified, to develop a game plan going in. Though you may have options for the ED to consider, you will want to avoid any prolonged negotiation in this first meeting with the ED.

If it appears there is room for further discussion, this should be deferred to a later meeting, held shortly after the termination meeting, once both parties have thought through the options and issues.


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Keep It Quick and Clear Even though you may spend a lot of time planning and preparing for the termination meeting, the conversation itself should only take a few minutes. Be clear and direct. Uncomfortable as they sound, plan to use words like "terminate," "let you go," or "fire" so there is no misunderstanding about what is happening. By the end of the first few minutes of the meeting the ED should know that she is being dismissed. This is not a time to equivocate.

For most terminations, the meeting will be short and to the point, probably taking no more than 15 minutes. Extending the meeting is probably unnecessary. Prolonged discussion may cause you, or the Executive Director, to say things that may be regretted later, or that will only make matters worse. It may seem callous in the current age of compassionate leadership, but how kind is it to take 60 minutes to tell someone they have been fired?

You can certainly show empathy by starting out with "this isn't going to be easy to hear," but keep it simple and stick to the facts, using the notes you prepared. Ideally you will have already had several conversations about the ED’s performance, so the news shouldn't come as a complete surprise. You will have moved through a clear process as described in your personnel policies which may include all of the following – verbal warnings, written warnings and personal improvement plans. Be clear, but avoid a laundry list of the ED's performance issues. Stick to observable phenomena and avoid comments about the ED or his personality. Be sure to tell him when his departure is effective.

The way you deliver the news can determine how the person reacts, and whether she will pursue legal action. When people feel disrespected, they may believe the law has been violated. Pay attention to how the decision is communicated, by doing it respectfully and preserving the employee's dignity as much as possible.

If the person becomes angry or hostile, you may want to take a brief break. If the person’s emotions are still not in check, then it is time for you to end the meeting. Be clear and say you will talk again and soon. At this point, the timetable is yours, not his. Avoid an argument by simply stating "I will not argue with you."

Respect the person's dignity. Allow her to speak if she wants to and ask any questions she may have. You may even engage in some discussion about what went wrong in the employment relationship, but keep this simple and direct.

Keep in mind that the termination meeting is not an opportunity for

the Executive Director to challenge the correctness of the decision, or debate

its merits.

If the termination meeting lasts more than 15 minutes, the Board representatives may likely be saying more than needed, which may expose the employer to additional claims should the ED commence a wrongful dismissal action.

If the nature of the termination is such that the Executive Director may be staying on in the position until a new ED is found, then a further follow-up meeting will be required. Set a time frame and other arrangements for this next meeting, but avoid getting into details in the termination meeting.


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At no point, however, allow the person to think you might be “talked out” of the decision to terminate his employment. You must be unequivocal about the decision, however understanding you may be of the difficulty with which the message is received.

Close the conversation by giving the ED credit for all the effort she has put forward in the job. Point out accomplishments and successes. It is fine to express your feeling about what has happened, but remember that you also have a job to do.

Depending on the situation, you may also want to show support by offering to be a reference. Again, be prepared to be brief and stand up, wish the person well, and shake hands.

Offer choices for how the departure happens, if possible - One way to bring compassion to the termination process is to let the Executive Director determine some aspects of how he will leave. You may, for instance, offer the ED the opportunity to resign, if your legal adviser has approved this option.

Be careful not to give the impression that the ED controls this process. As the Board, you do. You may have some room to negotiate how long the ED will stay in their position, or

how the departure is publicly communicated.

But it is up to you to deliver the message of the Board

accurately.

Deliver the separation letter and clarify next steps - Before the meeting is concluded, make sure the ED receives the separation letter and that the next steps or requirements stated in it are clear. This includes any expectations you have that the ED provides transition support or is available to staff or Board as part of the wrap-up process.

The termination letter may also include details about severance pay, accrued vacation, benefits and other details. Naturally the ED may want to look over and consider these details before agreeing to the terms of the separation. Questions of how you handle the severance terms should be discussed earlier with the Board and approved by your attorney. Depending on the nature of the termination, you may or may not have room (or want it) for negotiation on the terms of dismissal. You may also want to offer the ED the opportunity for another meeting when she has digested the details of the termination. But make sure it is understood that this will not be a chance to renegotiate the termination, but rather to help the ED in the transition out of the job.

What to avoid: common mistakes in termination• Don't talk about yourself - If you say, "I know how you feel," or "I don't want to do this," you may seem more worried about

yourself than about them. Do not offer advice.• Don't sugarcoat - Don't offer false praise and tell him all the reasons why you think he’s great. It clouds the issue and can be

confusing. Pick one or more genuinely positive things to say about the person, but do not go overboard.• Don't defend yourself - Even if the ED has harsh words for you, resist the temptation to tell your side of the story. Stay calm

and redirect the conversation back to the person in question and the Board’s decision.


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Finally, you should provide clarity and direction to the ED on any issues that may follow the termination, including:• The ED’s contact person on any questions post-termination• The contact person for the return or sale of organization’s property, such as computers and cell phones • The amount of time the ED has to consider and accept the separation package, if one is offered• The consequences that will ensue if the separation package is not accepted within the time provided• Any benefits being provided to the ED as part of the separation. This might include things like

outplacement counseling or letters of recommendation

Ideally, these issues should also be reflected in the separation letter to avoid any uncertainty or dispute as to what was said or offered in the termination meeting.

Assessing and managing the impact of the termination - Major transitions like the termination of the Executive Director can often create reactions and problems that reverberate in the organization and the community for some time after the event. It is essential that the Board considers how it can keep its finger on the pulse of the community and respond in a timely way to any negative consequences.

Your goal is to lay the groundwork for a smooth transition among the organization’s remaining staff. Share the information that the Executive Director has left the organization, and how the organization’s work will continue. But avoid providing specific details of why the ED was fired. Maintain confidentiality and a professional demeanor no matter how staff respond.

If the ED is stepping down but staying on until a new ED can be found, it could be desirable for the Board Chair and the ED to meet with the staff to share the news and talk about the process and timeline for recruiting the new ED. This allows the outgoing person to have maximum public support from the Board and continue in her effectiveness with staff. This will hopefully minimize the “lame duck’ syndrome that can significantly reduce the departing ED’s effectiveness.

If the ED has left suddenly when terminated, bring the staff team together as soon as possible to talk about their concerns, discuss how to handle the departed ED's workflow, and map out your plan to fill the vacancy. If the firing was an isolated incident, you will want to assure staff that their jobs are not in danger.

Looking aheadNo matter how it happens, the transition of an Executive Director out of your organization is likely to be a difficult and emotional event. Once the decision has been made, act quickly and professionally.

Above all, look ahead and visualize the organization that will go forward after the transition. Work with remaining staff, the Board and other partners to keep the transition in perspective and the focus on the future.


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About the Authors:

Dyan Oldenburg ([email protected]) founded Training Resources for the Environmental Community (TREC) in 1997. As executive director, she assists in developing and directing TREC’s many programs and provides services to TREC clients. She has worked on numerous legislative, electoral and issue campaigns since 1979. Dyan ably assists environmental nonprofits in growing their leaders, boards and organizations. Her love of the wild people and the wild places and wildlife that they’ve dedicated their lives to saving is what keeps her going. She is committed to helping groups meet their missions and manage change. Her straw bale, solar house at the end of the road is her refuge; she can often be seen riding one of her horses in the backcountry of the Sangre de Cristo Mountains in Northern New Mexico with her dog Bella running alongside. She is a graduate of Antioch College with a degree in political science, management and community service.

David Thomson ([email protected]) Senior Associate, has 20 years experience working as a leader, trainer, and consultant in both the private and public sector. His specialties include leadership development, governance, coaching, strategic planning, change management and team development. David spent eight years working with Outward Bound, where he was in a senior management role. David works with Organizational Effectiveness Program clients, Leadership Development Program clients and provides customized training and consulting services on a range of topics, including strategic planning and board development. He is the National Board Past-President of the Canadian Parks and Wilderness Society. David holds a Master of Science in Organization Development from Pepperdine and is a certified coach through the Coaches Training Institute.

Dan Schwab ([email protected]) Senior Associate, joined TREC in January 2012 as Director of the Human Resources Assistance Program. In this role, Dan is working with TREC's clients to strengthen the human systems that underlie any effective organization. Dan has been involved in training and development for more than 20 years, including eight years as Director of Staff Development at the Trust for Public Land. Dan brings expertise in a wide range of workplace topics, including leadership, supervision, personal productivity, public speaking, project management, organizational development and technology. Ever the intrepid traveler and outdoorsman, Dan lives in Richmond, California, where he is actively involved in helping his community transition to a post-petroleum world.

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Copyright © 2012 Training Resources for the Environmental Community (TREC) All rights reserved. No part of this publication may be reproduced in any form without permission.

Graphic images courtesy of Tim Greyhavens, Shutterstock, Frank Hill and Amelia Bianco All rights reserved, 2012


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