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Executive Director Contracts, Reviews, and Succession <br />Council of State, Provincial, and Territorial Psychological Associations (CESPPA)<br />American Psychological Association<br />San Diego, CA<br />August 10, 2010<br />
Introduction<br />Executive Director Contracts – Connie Galietti, FL<br />Executive Director Reviews – Michael Wyland, SD<br />Executive Director Succession – Michael Wyland, SD<br />
Executive Director Reviews<br />The keys to successful executive director reviews are:<br />Clear guidelines<br />Preparation<br />Good information<br />Low-stress environment<br />
Measurement<br />Association strategic plan <br />Association annual work plan<br />ED Position Description<br />ED Performance goals<br />ED’s self-evaluation<br />
Measurement Pitfalls<br />“You can’t measure what you don’t keep track of”<br />“You get what you incent” <br />
Executive Succession Facts<br />10% of nonprofit EDs are currently looking for a new position<br />75% do not expect to be in the same position five years from now<br />1/3 of executive succession is board-instigated<br />Most EDs have not discussed succession with their boards<br />Source: “Daring to Lead” CompassPoint Nonprofit Services, 2006<br />
Succession Planning is Rare<br />Often insufficient “bench strength” to allow for internally-grown succession<br />Current leaders fear losing control<br />Volunteer boards fear time and leadership demands<br />Succession planning may scare funders<br />Flies in face of “heroic” leader perception<br />Source: “Building Leaderful Organizations – Succession Planning for Nonprofits” Annie E. Casey Foundation 2008<br />
Strategic Leader Development<br />Expanding the internal pool of capable leadership<br />Closely tied to strategic planning – determine organizational needs and meet those needs<br />People in place are critical to success<br />Might be done with board and volunteers as well as paid staff<br />
Emergency Succession Planning<br />Unplanned departure - or forced temporary absence - of leader<br />Identify key association tasks and assign “backup” personnel - staff or board - to perform<br />Evaluate appropriateness of naming interim ED<br />
Departure-Defined Succession<br />Especially recommended for organizations with EDs having 10+ years of service in position<br />Generally, plans envision departure within 2-3 years<br />Set definite departure date to focus activity and eliminate uncertainty<br />Begins with introspective ED working with board chair<br />
Succession Planning Elements<br />A statement of purpose and a policy expressing the rationale for the plan and the board’s commitment to orderly executive transitions for both short-term absences and long-term absences or departures;<br />An outline of succession procedures, including timelines for when various steps should be taken;<br />A copy of the most current job description for the executive position;<br />A calendar of events and anticipated activities for the upcoming 12 to 18 months, including, for example, performance and salary reviews, staff hiring plans, and lease negotiations;<br />A communication plan with templates;<br />A key contacts list (be sure to keep it regularly updated);<br />“Succession SOS”, Robert T. Van Hook, CAE<br />
Succession Planning Elements<br />A listing of financial institutions that should be notified and instructions for changing check-signing authority;<br />A description of the process for selecting interim management;<br />A description of the executive search process and a charter for a search committee, should one be needed. The plan should include the pros and cons of using doing the search in house or engaging an executive search consultant. This section should include a list of search firms that work with associations and specifically with organizations of your size, type, and market;<br />A financial plan. The cost of an executive transition can be considerable. Expenses may include severance pay, outplacement, executive search consultants, and external interim executives. The organization may want to consider establishing a transition fund as a board-restricted account for an eventual executive departure.<br />“Succession SOS”, Robert T. Van Hook, CAE<br />
Handouts Posted to CESPPA Listserv<br />Sample Emergency Succession Plan Template<br />Sumption & Wyland’s Sample Interim ED Agreement<br />Some Dos and Don’ts of a Good System of Performance Appraisal<br />Top 10 Hints to make the Performance Planning and Appraisal Process Better<br />
Thank You!<br />818 S. Hawthorne Avenue<br />Sioux Falls, South Dakota 57104-4537<br />(605) 336-0244 or (888) 4-SUMPTION<br />www.sumptionandwyland.com<br />