Executive Search and Transition

 
 
 
 

RGQ’s Leadership Transition and Search model is based on the intentional use of leadership change as a pivotal and strategic moment in the evolution of community-based organizations. Leadership transition is challenging in the best of circumstances but can be particularly difficult in situations that involve a transition from a long-time leader or founder. These transitions can test the resilience of the most stable organizations as they often represent a period of dramatic change and evolution associated with generational shifts in leadership and management culture. Research suggests that the risk of failure can be as high as 50% in such situations. As a result they require a more thoughtful and thorough process to mitigate the risks inherent in the departure of a long tenured leader.  

With proper planning these transitions can also be periods of incredible activity and growth.  RGQ’s Leadership Transition and Search model is designed to not only address the risks of leadership transition but to maximize the strategic opportunities that are inherent in change so that nonprofits realize inherent opportunities to grow and thrive.  The goal of effective leadership transition and search is to maintain and leverage the strengths that an organization has nurtured and built over its history, while providing the Board and Search Committee with the insight, information and time it needs to look at the future of the organization through a new lens.

The process described below is based on both industry research and the professional experience of the consultants at RQG. The process, particularly when combined with the use of an Interim Executive Director will address potential risks, maximize strategic opportunities while maintaining a stable, well-managed organization while conducting a thoughtful and strategic transition. The ultimate goal is to prepare a landscape of success for the recruitment and establishment of the next generation of leadership.

Phase One:

Pre-Search Assessment/Planning & Position Development

RGQ consultants will work with the organization’s Board (or Search Committee) on the development of a customized work plan specifically outlining the scope, schedule, and outcomes for the executive transition project.  In Phase One the consultants assess the organizational needs to identify the ideal profile for the Executive Director as well as a list of strategic priorities that face the new ED. This assessment is developed through conducting interviews with Board members, staff and key stakeholders as well as a thorough document review.

Benefiting from the lessons learned from the assessment and planning sessions, the organization can begin a more informed and thorough search process. The consultants help the Board to synthesize this information in order to establish the essential skills, background, experience, and qualities needed in the next Executive Director. The profile for the of ideal candidate is captured in a scorecard that is used to screen all applicants. Regular reports are provided to the Board or Search Committee which include the ranking and profiles of candidates vis a vis the agreed upon scorecard.

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In addition, the assessment will help to identify the goals and objectives of the new ED in his/her first year of service by establishing the central themes in identifying the right candidate. This approach ensures that the organization not only identifies a qualified candidate, but also selects the right leader with the needed skills and experience that align to the unique challenges facing the organization in the coming years.

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This phase results in a customized and comprehensive position description, a scorecard for ranking candidates and a set of strategic priorities that form the core search documents. The position description is used in distribution while the set of strategic priorities is a critical document used in the interview and negotiation phase. It also serves as a basis for the letter of agreement as well as the performance evaluation process once the new leader is in place. This process is critical to conducting a successful search and sets a strong foundation from which the Board (or Search Committee) can identify the perfect skill set and core competencies of the new leader, while creating a clear set of goals that serve to frame the selection process.

Developing a more complex set of organizational documents prior to the search is one of the unique characteristics of RGQ’s approach to leadership transition. These documents, as opposed to a simple position description only, ensures that clear alignment and consensus is reached by the Board (or Search Committee) prior to meeting candidates. This guarantees that all decision makers are selecting candidates through the same lens with a perspective of the organization’s needs first. It also ensures that all parties are in agreement of what the the new leader is expected to accomplish if they are to be successful in their first year on the job.  The majority of searches fail because of a lack of alignment an communication on expectations in the first year of service. This approach mitigates this risk by ensuring that expectations not only drive the selection process but are also infused in the communications of expectations and reporting protocols in the first year.


This process also includes a compensation and benefit analysis of similar organizations. The analysis provides the Board or Search Committee information on compensation trends towards a greater understanding of the new Executive Director’s salary needs. With the compensation analysis in hand, the consultant will help the board prepare for, and anticipate the final negotiation of salary and benefits with the final candidate.

Using the criteria for new leadership developed in this phase, the specialist also creates a distribution strategy which includes formal advertising, personal networking and active recruitment. The specialist will conduct research to establish the most appropriate distribution strategy including a recommended budget for posting the position description. This strategy includes a list of distribution outlets, social media and associated advertising costs that will align with the organization’s budget.

This pre-search work allows the selection process to progress quickly once a group of final candidates is identified and is critical to completing a timely and effective search.

In situations where the organization is facing a fundamental shift in industry, environment or funding, the consultants can also conduct an environmental scan. The purpose of the environmental scan is to review industry trends in programming, leadership, management structure, funding and revenue models towards to goal of identifying potential shifts in organizational structure and strategic direction that may inform the Board and leadership on the the future direction of the agency. This in turn will inform the profile used in the selection of the new Executive Director.

Products/Outcomes from Phase One:

  • A shared understanding by the client’s leadership regarding key organizational priorities is established.

  • Position Description: A list of criteria (skills, abilities, background, and experience) for the next Executive Director is developed in alignment with the organization’s key organizational priorities for the next year.

  • Scorecard for ranking candidates

  • Strategic priorities: A list of organizational priorities that the new Executive Director will address in the first 12-18 months in the job.

  • Written job description and job announcements are developed and agreed upon.

  • Compensation and benefit analysis

  • Distribution Strategy

  • Environmental Scan (Optional)


Phase Two: Executive Search and Recruitment

Once the organization has approved the report and documents from Phase One the consultant leads the placement of job announcements with print, electronic and social media and mailings to existing venues and to other identified constituencies. Additionally, the transition specialist provides assistance to the Board (or Search Committee) members and staff in leveraging their professional networks to recruit potential candidates.

In addition to posting the position description in appropriate venues (passive recruitment), the consultants begin actively recruiting qualified candidates identified through our established professional networks.  While the internet has facilitated search through increasing distribution options it has not fully replaced the tradition model of executive recruitment which are dependent upon identifying experienced and seasoned professionals within the consultants’ established network. In fact, over the last years of successful searches, many of the most qualified candidates, have come through the consultants’ networks which have been established through 30 years of working in the nonprofit sector.  Active recruitment is especially critical in today’s employment market characterize by historically low unemployment.

Screening, Negotiation & Hiring:

Once applications have been received, the specialist conducts the preliminary screening of candidates, which includes initial phone, video and face-to-face screenings. This screening will reflect the work done in Phase One so that each candidate is assessed through the scorecard that was agreed upon by the Board (or Search Committee). The specialist works closely with the Board (or Search Committee) throughout the search and recruitment process. The consultant facilitates meetings with the Board/Committee to review resumes, select potential first-round interviewees, and get agreement on the Board/Committee’s interview process. Regular reports are provided to the Board/Committee throughout the process.

In addition, the RQG will research the digital “footprint” of final candidates. This research includes the individual’s social media presence, as well as publications and videos that are relevant to the selection process. The goal is to establish the candidate’s philosophy or approach to issues that organization. This information is especially important today when past and present digital activity can be critical to the success or failure of leadership.   

The consultant then guides the Committee through the first-round interview process, facilitates reference checking, and helps to prepare finalist(s) for presentation to the Board/Committee. In addition the consultant will work with the Board/Committee to generate a written assignment and presentation for final candidate that helps to frame the final interview process. The specialist then facilitates the process for the Board’s selection of the new Executive Director. The specialist will help to guide the Board through negotiations and contracting as well.

Products/Outcomes from Phase Two:

  • Position announcements are crafted

  • Position announcements are placed in appropriate media.

  • List of sources (both consultant and Committee sources) to be contacted.

  • One-on-one recruitment efforts are developed and utilized.

  • Digital research on the final pool of candidates.

  • Sets of scripted interview questions for the different screening rounds are developed and utilized and rating criteria (skills, abilities, background, and experience) for assessing candidates are used in selection process.

  • Written assignment and presentation for final candidates.

  • Assistance with making an offer and negotiating with final candidate

  • A system for reference and background checking is agreed upon and used in selection process.

  • Reference checks are completed.

  • The Consultants provide guidance to the Transition Committee in selecting and negotiating the hiring of a skilled leader who is well qualified for the leadership needs of the organization.

  • The organization and its constituents are prepared to move forward with a new Executive Director.

The role of staff in the leadership transition


While the hiring of the chief executive falls clearly within the responsibilities of the board, efforts are made to engage the staff in the process. Staff engagement helps to prepare the staff for the leadership transition but also provides important insight into factors that will impact the new leader’s success. This process includes interviewing staff in Phase One to collect information that informs the qualifications and profile of the new leader as well as the organizational priorities that are critical to address in the transition process.

Staff engagement should also address the issue of internal candidates to ensure that the Board or Search Committee has fully taken into account the potential for including qualified existing staff within the pool of potential candidates. This intentional engagement of the staff helps ensure an improved landscape of success for the next leader.

On-Boarding (Optional)

Post-Hire Assistance to Board & Executive Director

Post-hire assistance is available once the organization has chosen its new leader. While this process is not always included in a leadership transition it is recommended to ensure a smooth and effective on-boarding.

An executive transition is an exceptional moment in an organization’s life cycle carrying with it equal amounts of risk and opportunity. To ensure the organization experiences ongoing leadership excellence without interruption, thoughtful and strategic executive transition management is critical to ensure that the organization experiences a healthy transition and the new leader is set up for success. For this reason, a leadership transition does not end with a hire. New leaders need intentional support and development as they build efficacy in the role. This level of on-boarding—distinct from new hire orientation—is essential to a new leader’s long-term success, yet often absent from many nonprofit transition processes.

Many of the challenges faced by new leaders relate to the lack of clarity and communications around expectations as well as the redefinition of roles and responsibilities with their boards. Effective on-boarding provides a structured process by which the board and the incoming ED build agreement on what their accomplishments should be, and in what time frame. An effective on-boarding process serves to clarify the organization's priorities; develop action plans, roles, and milestones for each priority; and identify gaps in organizational ability or capacity to achieve

To address these objectives the RQG consultants will meet with the new, incoming Executive Director in the first months after placement to establish mutually agreed upon performance goals and to determine a periodic performance review process.  Developing clarity on roles is particularly critical in founder-led organizations where a new ED may represent a new layer of management, further blurring the line between board and staff responsibilities.

RQG’s on-boarding process is designed to address the challenges faced when new leadership is recruited into an organization. Furthermore, this phase strives to maximize on the strategic opportunities for success that exist when new leadership is recruited.

Some questions to consider include:

  • How frequently will the ED and board chair communicate?

  • How will the Board communicate expectations?

  • How and when will the performance be formally evaluated?

  • What information does the Board need to ensure the ED is addressing agreed upon goals? How often is this information communicated?

  • How is leadership shared between new leadership and Board?

  • When will board meetings occur? Who will set the agenda?

  • What decisions will the board participate in?

  • How can the board and new leader share two-way feedback throughout the year?

Products/Outcomes:

  • Shared clarity for the new Executive Director Board on roles and responsibilities

  • A structure for performance expectations is agreed upon and put into place including a formal 12 month performance evaluation process that engages all members of the board through a board survey

  • Communication about the new leadership is developed with the Board or Committee and circulated to key stakeholders and the community.

  • Support is provided to the new Executive Director for getting off to a good start.

  • The leaders of the organization will have established and agreed upon a set of organizational priorities for the next one to 18 months.

  • Staff and board will have an increased capacity to support the new leader and the organization