Notes

Recruiting - Not Advertising - FOR THE New Executive Director
I've recently been asked how exactly to best start advertising for a new executive director. The specific question was how exactly to go about selecting magazines, newspapers, etc. to place ads for new executive directors. My short answer is easy: none!

I believe that executive directors should be recruited for the precise job skills which are needed by the Board for the business in those days and the foreseeable future. This is especially true once the long-serving, founding executive director decides to retire.

Recruitment may take many forms; I have already been part of search committees that pay for professional recruitment services that typically costs $25,000 to $50,000 for a national search. I'll avoid any discussion on that particular approach because (a) most organizations cannot afford recruitment services in these economic times; and (b) these economic times present new recruitment opportunities that may be even better when compared to a national search.

Let's start with a straightforward checklist:

The recruitment process ought to be conducted by the Board of Directors and the retiring or departing executive director shouldn't be section of the process. Top-notch executive directors will already realize why - you won't need to explain it.

An Executive Director Recruitment (or Search) Committee should be formed as a special committee of the Board and an associate of the Board should chair it. (It's healthy to obtain non-board members to take part in the search as well - an excellent source for informed folks are the former board chairs.)

The committee should recommend to the board the specific skill set that is needed, together with any specializations. (Example: if your national accrediting organization has concerns with the quality of your exhibits and your accreditation is in jeopardy, it would not seem sensible to seek a fresh executive director who is especially gifted with outreach locally.) Fit the need to the skill as closely as you possibly can. Make sure the work description is current and approved by the Board.

Begin by doing something unusual: write a letter to all or any the chairs of all the non-profits and the most notable executives of as much private sector organizations in your region as you possibly can. The purpose of this letter is two-fold: (a) make the recipient aware of your organization's executive director search; and (b) inquire further if they are alert to anybody they would recommend for the work. People love to be contained in important decisions like choosing the new executive director, so avoid being timid about seeking input.

Hold a committee (and board) discussion concerning the current state of the organization and exactly what you are interested in in a new executive director, making clear a specific skill set may be the goal. (I've seen executive directors moved from one organization to another, and then fail - and - I've seen executive directors overlooked for a posture where their specific skill sets were well-suited, but unknown by a lot of people.)
Anecdotally, the economy that is challenging the Non-Profit Sector (and everybody else) should be the perfect time to seek executive director candidates. It is very possible that the executive director search could identify experienced candidates which are now willing to work with a non-profit (rather than a public-sector or private-sector organization) - and - energetic candidates ready to tackle the challenges of the non-profit world.

read more like the thought of asking people should they know of anyone they would recommend as your executive director. Please get this to a specific request in your letter. I actually know of one case where a bank president (a recipient of a letter from the non-profit organization) replied he would like to embark upon a new challenge and be considered for the job!

However, before the letters get addressed and mailed, a lot of thought really does have to go into the search process. When I mentioned the significance of having the capacity to outline the precise expertise for the new executive director, most boards and organizations will see that is not a straightforward move to make. It becomes easier if the Strategic Plan (or Long Term Plan) of the organization exists, is current, and is known to all of the board members. The easiest way to lose the best executive director candidate would be to have board members provided differing answers or, a whole lot worse, no answers at all.

In the case of a retiring (under good terms) executive director, It is suggested the search committee spend some quality time and gain their perspective on what the job should next evolve. Regarding a departing (under not-so-good terms) executive director, the search committee should glean as much information as possible - perhaps from the exit interview - but make sure you filter that information through the near future vision of the board. Why? Because the board always holds the ultimate accountability and its vision should be the determining factor. Gaining input from the myriad of sources is good; but, ultimately, the board must act.

Perhaps the most significant facet of the recruitment (or search) exercise is that the Board stay involved and in charge. If you don't just get lucky, the work of the search committee is hard and involves three parts: (a) the look; (b) the searching; and (c) the interviewing. There is also follow-up work to do once the selection is manufactured, especially if a spouse and children get excited about relocating. (Hint: usually do not make the error of overlooking the needs of the family - I have seen several top choices lost to organizations who did not understand that this is a family you are bringing to town, not just an executive director.)

Let me speak to the issue of interviewing. For the sake of argument, let's say you have three good candidates. Although it's time consuming, take the time to make sure each of the arrangements for the candidate's visit come in order (airport pickup, hotel reservations, itinerary, etc.). I do not recommend several interview per day. A well-planned, solid interview by way of a board committee can be an all-day event. Let's face it: for those who have done an excellent job finding a good candidate, then that candidate deserves your full attention. I discover that too many organizations try to sell themselves to the candidate; instead, I would recommend sharing some honest scenarios and 'what-if' questions and answers between your committee and the board. That is an excellent way to find out how the executive director and board member will interact. Please be aware this is not to say that you should not promote your company as positively since you can; after all, you seek a top-notch performer, which means you need to demonstrate you are ready and worthy of such a person.

In conclusion, I believe the timing is ideal for non-profit organizations to aggressively recruit executive directors like nothing you've seen prior - primarily due to the economy - but, also because of the challenges and rewards that the public is starting to identify with the community (non-profit) sector.

This subject - executive director recruitment - is a critical one; let's see if we can get some good feedback and dialogue going from this article to the blog. Share some actual experiences. Ask some questions that you would normally not need to ask (everything is really as anonymous as you need it to be). Let's have a meaningful dialogue. Your input is requested.

Rob Glenn may be the founder and president of THE GUTS for Ethics, Governance, and Accountability (CEGA). His organization seeks to provide non-profit organizations with compliance policies which will give a competitive edge for grant writing, donations, and charitable support. More info about CEGA can be found at
Website: https://peeleklinge17.livejournal.com/profile