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STRENGTHENING COMMUNITIES INITIATIVE NORTHLAND FOUNDATION DECEMBER 9, 2010 Succession Planning
Introduction Expectations Succession Planning Three types Succession Plan Role of Board Role of Departing CEO Tips 2 The Keeley Group
Succession Planning CEO/Executive Director Senior Management Staff- Cross Training 3 The Keeley Group
Leadership Transition Two Types Unplanned Leave Planned Departure 4 The Keeley Group
Insights The Keeley Group 5 Organizational Values and impact on hiring Internal candidate expected, in the mix or external hiring Compensation – future compensation- impact on current salaries Preparation of the board Mentoring of management team
Succession Plan Role of Board Preparation of board Develop and approve plan Review plan annually Role of Departing CEO Preparing the Organization Short term role Healthy Closure Outline the Process for Recruitment, Hiring, Orientation, and Supervision of new CEO Communication Plan 6 The Keeley Group
Getting the Board Ready Role and Responsibilities Well functioning board Board development process effective Membership – Expertise to manage succession Strong board leadership – officers, executive committee, special members Understanding the organization Experience with the management team 7 The Keeley Group
Getting the Organization Ready Communicate the mission, vision and core values to all Funding and Fundraising The organizational “to do” list of items Strengthen management – internal leaders Strong board leadership Compensation and salary package Deciding on your exit – timeline, role in near term Writing the transition memo 8 The Keeley Group
The Plan The Keeley Group 9 Succession Plan Steps for replacement in an unplanned leave Steps for replacement in a planned departure Written and Approved by the Board of Directors Filed in the drawer – reviewed every year (three to five years) Update Internal candidates may emerge
Timeline The Keeley Group 10 Three to five years Create the plan Share with funders Put in strategic plan Hiring process Four to six months Interim may be needed Search firm, consultant, other volunteers
Recruitment and Hiring Organizational Review Staff and stakeholder input Job Description and Qualifications Review Compensation Package Search firm or no search firm Board role Committee or board of the whole Search and screening process Interim or Acting Communication Plan – who is the spokesperson 11 The Keeley Group
Onboarding and Supervision Transition plan Expectations Performance Outcomes Compensation and Performance Onboarding Day One Week One Month One 6 Months 12 Months 12 The Keeley Group
Special Circumstances The Keeley Group 13 Organization in crisis or significant change needed Interim Changing the organization – platform for successful hiring Founder driven organization Board practice and preparation Internal candidate or candidates Future role of founder
Resources The Keeley Group 14 Posted on Web site http://www.northlandfdn.org/Grants/NonprofitResources.shtml This presentation – slides and handout Annie Casey – Two articles on Leadership Transitions Staff Survey for Input
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