strengthening communities initiative northland foundation december 9, 2010 succession planning
TRANSCRIPT
STRENGTHENING COMMUNITIES INITIATIVENORTHLAND FOUNDATION
DECEMBER 9, 2010
Succession Planning
Introduction
ExpectationsSuccession Planning
Three types
Succession PlanRole of BoardRole of Departing CEOTips
2
The Keeley Group
Succession Planning
CEO/Executive DirectorSenior ManagementStaff- 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 hiringInternal candidate expected, in the mix or
external hiringCompensation – future compensation- impact
on current salariesPreparation of the boardMentoring 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 organizationExperience with the management team
7
The Keeley Group
Getting the Organization Ready
Communicate the mission, vision and core values to all
Funding and FundraisingThe organizational “to do” list of items Strengthen management – internal leadersStrong board leadershipCompensation and salary packageDeciding on your exit – timeline, role in near
termWriting 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 ReviewStaff and stakeholder inputJob Description and Qualifications ReviewCompensation PackageSearch firm or no search firmBoard 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 sitehttp://www.northlandfdn.org/Grants/NonprofitResources.shtml
This presentation – slides and handout Annie Casey – Two articles on Leadership Transitions Staff Survey for Input