Even in an egalitarian organization where each staffer’s contributions are valued, the departure of an executive director (ED) or other senior leader can be devastating. If your nonprofit doesn’t have a succession plan, such an event can be even more traumatic. The services, relationships, finances and the very existence of an organization may be threatened. If you haven’t already done so, plan now for a smooth and orderly transition.
Significant consequences
Succession planning shouldn’t be limited to your ED position. Include every employee who’s considered indispensable and difficult to replace due to experience, institutional knowledge, donor relationships and other characteristics. Ask whose departure would have the most significant consequences for your organization and its ambitions. When you look at it that way, you can see why succession planning should be broader than you might first consider. In addition to the ED, you may need to develop plans for high-level staff (for example, the development director) and even board members.
Also, keep in mind the various departure scenarios. Some leaders may announce their retirement a year in advance, giving you plenty of time to plan. However, in other circumstances, a leader could unexpectedly die or become disabled, rendering them unable to perform their job. Consider how you’d handle a sudden leadership emergency. You might, for example, want to nurture relationships with nonprofit headhunting agencies, should you need their services at some point.
Focus on the future
Successors must have specific qualifications to carry out your organization’s short- and long-term strategic plans and goals, which their job descriptions might not reflect. Review and refresh job descriptions to account for any changes to your size, offerings and needs — and keep these descriptions updated.
Remember that succession planning is future-focused, and you should consider the current jobholder’s experience and qualifications only as a starting point. What worked for the last 10 or 20 years might not cut it for the next 10 or 20, so build some flexibility into your nonprofit’s roles.
Groom potential successors
Although you shouldn’t publicize jobs until they’re available, you might want to start grooming potential internal candidates before the need arises. Identify “high potential” employees with the ambition, motivation and ability to move up substantially in your organization. You can assess your staff using performance evaluations, discussions about career plans and other tools to determine who might be qualified a year or several years from now.
Once you’ve identified potential internal candidates, make individual plans for each. Action plans might include job shadowing, which can provide you with insight into how a person would perform in the position under consideration. Also offer mentoring and coaching. For example, if you assign someone a special project, follow the staffer’s progress closely and provide constructive feedback throughout the assignment.
Important: Avoid leaving potential leaders in holding patterns. If they don’t receive timely promotions or other growth opportunities, they may pack up their skills and qualifications and go elsewhere.
Formal document
Although succession plans usually aren’t legal documents, your plan should be a formal, written document that you can easily share with board members and others who may be privy to the details. You should also share the plan’s existence with key stakeholders, including employees, grantmakers, and donors. This will assure them that your nonprofit is prepared and likely won’t be knocked off course if a leader suddenly leaves.