Do you know who your nonprofit’s next Executive Director will be?

Recently, during a client’s 3-year strategic planning process, their Executive Director revealed her goal was to step down at the end of year two. This was a bit of a surprise and a shock to the board, but fortunately two years of notice enabled us to help them plan for a successful recruitment process and transition. Unfortunately, a two-year cushion is a luxury most nonprofits won’t have when an Executive Director or President steps down. A change of career priorities, a sudden illness in the family … there are countless reasons a leader may need or want to move on. Are you prepared for that day? You can be with a succession plan for your nonprofit’s Executive Director/top leadership role.

In fact, your NPO’s goal should be to have a succession plan in place for all key leadership roles, and you can find my post on that topic here. However, the succession process for your top leadership role demands even greater deliberation and transparency, as well as engagement from key stakeholders. It’s a bigger endeavor, a pivotal exercise for your nonprofit, and therefore worthy of its own article. 

Read on for tips to establish a thoughtful selection process and transition plan for your nonprofit’s top leadership role.

Recruiting Your Nonprofit’s Next Executive Director/President

  • Consider an interim leader. In the event your nonprofit’s current leader must step down before a thorough selection process can be completed, you’ll want to have decided in advance how their role can be covered in the short term. This planning, and some proactive cross-training, can avoid a great deal of disruption and panic. 

  • Establish expectations for communication and transparency. What can your key stakeholders expect to know about the leadership recruitment process and when can they expect to know it?

  • Establish a process and a REALISTIC timeline. The timeline should include each major phase of the process, from candidate identification and screening, through interviews and the board’s final candidate selection. On average, you should expect and plan for the process to take 7 to 9 months.

  • Start with your strategic plan. You have mapped out where you want to go. Use it to help you envision the ideal person to get you there.

  • Develop a position description consistent with your strategic plan goals. In addition, the incumbent in the role should be tapped to document their current responsibilities. 

  • Establish a selection committee and cast a wide net. You’ll want to look to your board and other leadership roles for your selection committee members; your ideal members are those who have solid knowledge of your organization and are readily able to ask and answer questions relevant to its future. As you consider President/ED candidates from inside and outside your organization, ask for recommendations from a diverse group including current and past board members, significant donors, volunteers and relevant civic organizations. In most cases you will also want to ask for recommendations from your current ED/President.

  • Hone your interview questions. Using your strategic plan and position description as a guide, determine critical skills (fundraising, fiscal management, crisis management, personnel management, etc.), and craft interview questions that will help you assess them. 

  • Create an interview assessment tool. If interviewers complete the same evaluation form, you’ll be able to easily collect and tabulate the group’s feedback on each candidate. You might ask interviewers to rank the candidate on key skills on a scale from 1-5, for example.

Planning for a Smooth Leadership Transition

  • Overlap the arrival and departure. When possible, have the new leader ramping up while the outgoing leader is still in place. I recommend a minimum overlap period of 3-6 months. 

  • Facilitate introductions and knowledge sharing. Set up some time and occasions for your new leader to develop rapport with the board and key volunteers. Use this as an opportunity for knowledge sharing and cross-training throughout the organization.

When the recruitment process is carefully wired into your organization’s goals and objectives, and is conducted methodically and intentionally, a very smooth and effective process is possible. No disruptions, no panic, no chaos.

In fact, a strong transition process has benefits beyond finding a great new leader and getting them off to a strong start. A change in leadership can bring a fresh perspective and renewed energy to the role and running a great, transparent process gives your board and volunteers confidence that your nonprofit is built to last.


If your nonprofit could use assistance with succession planning or leadership recruitment/screening, The More Than Giving Company can help. Learn more by scheduling a free 30-minute consultation with Vicki.

Vicki Burkhart