Leadership Transition in Nonprofit Management

Sooner or later it happens…even in a nonprofit agency, inevitably leadership leaves. Whether it is a dedicated board member, a founding director or a long-time fiscal director, the time will eventually arrive when people leave and new people must be hired to fill the positions. Unlike a larger business or for-profit corporation, nonprofit organizations are often unprepared for transition on a leadership level. Having depended on leaders to wear many hats and hold together a agency on a shoestring budget, trying to find qualified and satisfactory replacements may seem like an insurmountable challenge.

The important thing to remember as you enter a period of leadership transition, is to balance the immediate and short-term needs of the organization with long-term needs. If your organization has gone through planning procedures, use this as a guide when facing big changes. If you haven't put some energy and thought into long-term planning - this is a great time to do it. By looking closely at the goals, strengths and growth potential of the organization, it will help to guide the selection of a new manager or leader.

Some common mistakes made in selecting someone to succeed an established manger are to try to select someone who is "just like" the person leaving or someone who is "nothing like" the person leaving. Take some time to evaluate and update the job description and look at what the previous person brought to the position - both positive and challenging, and think about what the job will now require. You will be looking for someone who is both qualified to step into the current situation and capable of leading the organization into the future.

It is also a good idea to expect additional change when one manager/leader leaves and another comes on. Expect that there may be some volunteer and staff turn-over as the culture and character of the organization shift. This is not a bad thing, change is required for an organization to stay dynamic and growing. If a plan and a direction for the organization have been established, it will be easier to adjust as people within the organization change.

Take into account the experience and skill set of those still present, as well as those leaving. Often in nonprofits, jobs get shifted and morphed to take into account the actual interests and expertise of individuals. While this can be beneficial in accomplishing the day-to-day tasks of running an organization, it can create problems when there is staff turnover. While you're looking for a person to fill a vacating position, make sure to hire appropriately for the job description - not hiring someone who is less qualified and expect an existing staffer to take up the slack. Unless you make clear changes in job descriptions, titles, etc. this can create a messy and undefined situation during the already insecure time of transition.

Set parameters and clear expectations for the transition. By putting in place a probationary period or actual criteria of evaluation, it will help both the new manager and the organization to track how the transition is going. What needs to be accomplished and what is reasonable to expect within a defined period of time? By putting on paper what the expectations are, you will help the new person get a running start and you will set up the accountability to keep things moving forward. If possible, allow some overlap in leadership and manager transition. It is very helpful if the outgoing and incoming person
can meet and work together to provide for a smoother "passing of the torch." Although this might not always be possible, when it is, the organization is the better for it. This works well with boards if the outgoing president works with the incoming president for upwards to a year, if possible. It allows for continuance and confidence and the turn-over may not be so shocking. If this is not possible, perhaps, the outgoing manager may be able to provide some information or "cheat sheets" for the newcomer, or her or she may be available for emergency consultation.

Just keep in mind as your nonprofit organization moves through periods of transition that change is good and vital. Even the loss of a founding director or a larger staff or board turnover can create a fertile environment for positive evolution and growth. By keeping a clear sense of your organization's mission and utilizing short-term and long-term planning, you'll be able to stay on track while embracing the new energy new leaders bring to the table.