Folly #31: Succession Planning
Three stories of nonprofits facing transition
In the past few years I’ve worked with three nonprofits facing executive director (ED) transitions. It’s not easy under any circumstances, especially when resources are scarce. Yet, according to the Annie E. Casey Foundation (one of very few funders providing grants to support nonprofits in transition), this is not uncommon. Each year 10% of nonprofits experience a leadership transition.
Overseeing – and selecting – an executive director is one of the most important roles of a nonprofit board of directors. It’s also one that most directors will have little or no experience performing. The optimist in me says:
It is a healthy process. New leadership makes is possible to grow, honor the mission in evolving ways, and meet the skills and management needs of the organization. Change is good!
The realist in me hears Bette Davis.
Speaking of forces of nature…
Case 1: Replacing Leaders Who are a Force of Nature
One organization had a personality-driven leader. She spoke the truth about disparities and the need for services. She was fearless … and inspiring. We followed, intoxicated by her message. When she left, it seemed that no one could fill the void. We knew her departure marked the end of an era and it felt deeply personal.
After a few interim EDs, the right person for the job was someone completely different. Matter-of-fact, nuts-and-bolts, detail-oriented. The new executive director was the perfect antidote, and grounded the organization in a way that was sorely needed (even if we hadn’t known that at the time). The transition was painful, but necessary: the nonprofit is now flourishing.
Case 2: Filling the (Impossibly Big) Shoes of Longtime, Trusted Leaders
Another nonprofit I know will be facing a transition. The leadership team is experienced and expert. Top managers have been in their roles for decades. It’s an organization that embodies confidence and knowledge about the issues and solutions, and these staff have shaped policies that make a profound difference in the lives of those they serve.
After decades at the helm, they leave shoes that will be very hard to fill. Unimaginable to find a candidate (or two) who can match their track record and impact. In a small staff, can there be protégés waiting in the wings? Time will tell.
Case 3: Planning for a Founder’s Departure
The third organization is planning ahead. The founder and executive director wants to retire. He knows that many supporters feel a connection to him, personally. He is thinking about stability and messaging to help the nonprofit he shaped to navigate a change that may be natural and healthy, but feels daunting. He’s hired fundraising experts who work with small nonprofits to help build revenue and steward major donors. He can see his legacy: an organization that thrives beyond his involvement.
He also asked us to find funding to help with the transition.
This has proven more difficult than it should be. A few regional foundations support local nonprofits in transition. If you know others, please toot their horn below and …
Ironically, there are more funders who offer financial support for sabbaticals for executive directors. Aside from the burnout-busting-impact of a few paid months to not work, this strategy helps to develop internal leaders who can step up and step in during an ED’s absence – and, maybe, retirement. Thanks to the Durfee Foundation for their grants in support of sabbaticals, and to our friends at Nonprofit AF for a great article about why it should be a no-brainer source of funding for nonprofit sustainability and stability.
Key topic! Also: when charismatic founder needs to step aside for an operational expert-- cf Jesus and St Paul