The Power of an Interim Executive Director

When a nonprofit organization experiences a leadership transition, hiring an interim executive director can be the most logical and positive action its board can take.

Leadership change is an increasingly common aspect of nonprofit organizational life. Multiple studies reinforce the impending turnover of top leadership in the nonprofit sector, due in great part to the aging and retiring boomer population. It’s not a matter of if, but when the change is coming. When your organization experiences this transition, research and practice suggests that groups that plan well and use a skilled interim executive director, emerge stronger, more fiscally sound, and with higher levels of optimism about the future impact of their programs and services.

Leadership transition is a period commonly marked with emotion, tension, and stress. Internally, staff and board are in the midst of separating from the previous executive, and the departing director is in an in-between state and can be confused about how much influence he or she wants or should have on the agency’s future. If the director’s departure is forced, emotions may be particularly high.

Externally, some funders, donors, and volunteers will take a “wait and see” approach before becoming involved and investing in the organization. This can create strain between needs and resources, further taxing administrative systems.

A highly skilled interim executive director temporarily takes the helm of an organization, helps the board and staff address important systems and capacity issues, and lays the groundwork for the following leader’s success. This leader:

–       Serves as a bridge, giving the board ample time to conduct a thoughtful search process and managing the day-to-day executive responsibilities that include: conducting an objective organizational review, leading anxious staff, reassuring wary funders, and keeping finances and revenue generation on track.

–       Tackles unique challenges related to the transition, building on strengths and addressing particular vulnerabilities.

–       Helps the board clarify its vision and future leadership needs.

–       Models excellence in management and leadership.

–       Mentors the new executive director once appointed.

 

When considering hiring an interim executive director for your organization:

–       Begin with the end in mind. Your board should determine what it wants and needs and what is most critical to success over the next few months.

–       Identify urgent issues or challenges presently facing your organization.

–       Review the current executive director’s job description, determine priorities for the transition period, and draft an Interim job description.

–       Seek an interim executive director with solid management experience and a transition skillset. This takes precedence over familiarity with your organization or industry.

–       Consider that the assignment is both temporary (four-eight months) and part-time (20 – 25 hours/week) and that the individual should not be a candidate for the full-time position.

–       Realize that, due to the unique demands of the role, interim executives are almost always paid higher on an hourly basis than the agency’s permanent executive (although, most interims are part-time and do not receive normal agency benefits).

–       Tap local resources for potential candidates, such as area college nonprofit degree programs, consultants serving the nonprofit sector, industry sector affinity groups, and nonprofit consortiums.

There is great power and potential in this “neutral zone” – the space after the former director leaves and the new leader begins. The organization is more open to change than usual and poised to leverage the heightened opportunity. Systems and culture become a bit “unglued” and can be put back together in new and exciting ways that leave the nonprofit stronger and more sustainable.

Leveraging the Transformative Power of Diversity Among Board Leadership

In a feature article of The Nonprofit Quarterly – The Inclusive Nonprofit Boardroom: Leveraging the Transformative Potential of Diversity – authors Patricia Bradshaw and Christopher Fredette shared highlights of a study they conducted of Canadian nonprofit organizations examining how they made sense of diversity, and what they saw as best practices for enhancing it. Their findings and reflections reveal the potential in harnessing the power of diversity in organization leadership.

Their focus was on diversity and the dynamics of inclusion, versus assimilation or differentiation, defined as the degree to which members of diverse and traditionally marginalized communities are present on boards and meaningfully engaged in the governance of their organizations.

I believe that a commitment to diversity and inclusiveness among organization leadership is vitally important. And my observation is that this work is challenging, complex, and requires dedication and commitment over the long-term. Many organizations, as they attempt to bring greater diversity to their board and staff, have experienced a decline in organization performance and forward progress. I’ve witnessed the changes creating tension, conflict, and division. I conclude that this is due in great part to two factors: 1) a misunderstanding of what it truly means for an organization to embrace diversity and inclusion, and 2) the lack of sincere, consistent, long-term commitment to and execution of a diversity plan.

From the study, interviewee Kristina Bourne described an environment of inclusion as “a culture in which every individual is valued as a vital component of the organization’s success and competitive advantage.” Bourne describes this concept as an alternative to seeing diversity as an end in itself or something to be managed or tolerated.

Reflecting on their interviews, they found that informants were talking about two different types of inclusion — which Bradshaw and Fredette termed “functional inclusion” and “social inclusion”— and about how the two can work together to create something transformational.

The article describes functional inclusion as characterized by goal-driven and purposeful strategies for the increased inclusion of members of diverse or traditionally marginalized communities. Social inclusion, in contrast, is characterized by the participation of members of diverse groups in the interpersonal and cultural dynamics of the board, based on meaningful relational connections. Unlike the functional notions of inclusion, social inclusion also stresses the value derived from social standing and relational acceptance within the context of the board.

A commitment to and healthy balance of both social and functional inclusion is required for success. Merely recruiting board members from diverse communities and expecting positive outcomes is not enough. As you consider how your nonprofit’s board will evolve to embrace diverse, inclusive leadership, consider the following:

• Your organization’s leadership must be reflective of the diverse communities and constituents you serve. It’s simply sound business practice.
• Be prepared for the complexities and challenges of becoming a more inclusive organization.
• Include your commitment to diversity and inclusiveness as a core part of your organization’s strategic plan. Approach the work with a sincere and genuine commitment to execute this core strategy consistently over the long-term. It must become a part of your organization’s DNA.
• Begin with simple actionable steps, with people you know. Progress slowly and steadily, remembering that relationship building takes time.
• Once on board, support new members through transitional phases of board entry, and authentically engage them in social aspects that build strong relationships and board cohesion, such as mentorship, orientation practices, and other group-building processes like retreats and workshops.
• Ensure that yours is a strong and welcoming organizational culture, helping new members feel comfortable and at ease.
• Hold meetings at times and in locations where everyone could attend (in locations with elevators in order to be accessible to those with physical disabilities, or on days that accommodated religious holidays, for example),
• Exhibit sensitivity regarding the use of humor and choices of subject matter that could marginalize or silence people, or exhibit unconscious privilege.

Journey with Intention

I had the pleasure last week of organizing and moderating a panel presentation to Greensboro’s Women’s Professional Forum: “Navigating Your Career with Intention: knowing when to make a change and having the courage to leap.” Michelle Clark, Laurelyn Dossett, and Kathy Ridge came together sharing their personal journey of career transition.

Both Michelle and Kathy are former corporate executives who now have launched their own independent endeavors: Michelle, as a soon-to-be published author, and Kathy as founder of her own consulting practice. Laurelyn has followed her lifelong passion of music, becoming an acclaimed musician, singer, and songwriter.

Their stories revealed the underlying currents that sparked a change in direction, propelled them to action, and gave them courage to close one chapter and open a new one.

While each was unique, the collection of experiences shared presented gems of commonality:

• Live awake. We all have an internal compass that will guide us if we simply pay attention. And listen.
• Know who you are. This is not about the various roles each of us serves, but rather, “who am I, really?” Allow this and your core values to drive you.
• Live with the end in mind. We all have a story to tell. How will yours end? What mark will you leave? How does this guide you in the present moment?
• Living your life with purpose and intention starts with one small step. What step will you take today? Tomorrow?
• Believe in yourself and your own best work. Unconditionally.