Approach to Executive Director Search
by Amy Brugh
Here is my approach for conducting an executive director (staff leadership) search:
*Please note, I occasionally use the term staff leadership in place of or interchangeably with executive director. That’s intentional. Our past models for staff leadership can and should change. Organizations may employ one staff leader and use the title executive director. Other organizations may have co-directors or small teams of staff leaders. In a previous blog post, I encourage us to consider dismantling the hierarchies within the nonprofit sector; rethinking the executive director role and staff leadership is one way to do that.
START WITH THE BOARD OF DIRECTORS
The nonprofit board of directors holds the responsibility for hiring, managing, and evaluating the executive director. I believe boards do best when they include staff, volunteers, and other community stakeholders in their search, but the responsibility lies with the board. The board may identify a consultant, firm, or staff to assist with the search. Board leaders that have knowledge and expertise in human resources, or are willing to learn, may be especially well-suited for the search.
INCLUDE STAFF AND COMMUNITY
Wise boards of directors include the organization’s staff and other community stakeholders in the process of finding an executive director. Boards might convene a committee or working group to take the lead, and should define roles and responsibilities early on in the search.
Once an executive director is in their role, boards should partner with the new staff leader in their evaluation and engage other staff and stakeholders in this process.
GET CLEAR ON WHAT YOU’RE LOOKING FOR
Organizations with clear goals, strategies, and operational plans have built-in guidance for an executive director search. Decide what knowledge and skills you’re looking for, as well as the qualities and attributes that would help the executive director be successful in their role.
Consider leaving out requirements such as years of experience and level of education. Welcome candidates that bring fresh ideas, different relationships, and new ways of doing the work. Don’t use an executive director hire to fix your organization’s problems or make your historically white- or male-led organization “diverse.”
CREATE A SEARCH PLAN AND TIMELINE
Like with any plan and timeline, decide when you need the new executive director in place and count back from there. I recommend a search process of no more than six months, which includes any pre-planning before the actual search and orientation for when the staff leader(s) is hired. Include each of the remaining steps in this guide in your search plan and timeline. Allow enough time to identify a strong candidate pool, conduct a fair search, and give time for transitions, but not so much time that momentum is lost or uncertainty drags on.
LAUNCH THE SEARCH
Once you’re clear on what you’re looking for and when you want to have the new staff leader(s) in place, draft a position description and posting. State the salary range! Most nonprofits in Minnesota start with the Minnesota Council of Nonprofits job board. Include the posting in your own communications such as your web site, newsletter, social media, and other relevant methods. Lastly, utilize the power of word of mouth. Be clear about how to apply, what to include in an application, where to send materials, and by when.
ACCEPT AND REVIEW APPLICATIONS
Assign one person to accept application materials. If you have human resources staff, they may be a good fit for this role. If your board is conducting the search, assign one board member to serve as the contact for applicants. If you are using a consultant or firm to assist you with the search, they can collect applications and communicate with candidates. Whomever is in this role, make sure they are able to uphold confidentiality and professionalism with all applicants. Once applications start to come in, identify who will review applications and send an acknowledgment of receipt. Devise a system of fairly reviewing applications and assessing qualifications and fit for the role based on the criteria in the position description. Some organizations use a matrix and ranking system that is tied to the position description to help build in fairness to this process. Chill out on things like a minor typo or formatting discrepancy.
CONDUCT INTERVIEWS
In your search plan and timeline, you’ll likely included a series of interviews as part of your process.
Determine who will be on the interview team, what questions you’ll ask during interviews and who will ask them, and who will answer questions on behalf of the organization.
Provide candidates with the opportunity to review the questions in advance in a format that works for them. For example, give candidates a written set of questions, and also read the questions aloud during the interview.
Leave out any questions about personal life matters. Don’t try to trick people during interviews.
Use questions that help you learn about the candidate and help them learn about your organization.
Some organizations use a series of interviews, such as a phone screening, a first interview, and a second interview for finalists.
End interviews with clear next steps.
MAKE A DECISION
Convene your search committee to review the results of the interview process. If you are using reference checks, consider when you will conduct these conversations and how you will use them to influence your decision. Frame your conversation around the criteria and discuss candidates based on the knowledge, skills, and attributes in your position description. Once you’ve made a decision, determine who will communicate with the finalist with an offer.
Follow any process outlined in your search plan to ensure you are communicating with the full board of directors and engaging them in the decisions along the way. Prepare to hold a board meeting and vote to approve the hire of the executive director(s). Reflect the board’s decision in the board meeting minutes.
Call people who have been interviewed and let them know they are not advancing through the search process. Be direct, brief, and honest. Store application materials confidentially.
OFFER THE POSITION
Once you’ve decided on a final candidate(s), draft an offer letter and call them directly. Be prepared to negotiate your offer and to give consideration to an applicant’s requests that are beyond compensation, such as flexibility in work hours, location, and more. Include a small team of board members in this process and document any agreements with the finalist in writing.
WELCOME AND ORIENT THE NEW EXECUTIVE DIRECTOR(S)
Agree on a start date with the new executive director. Create a plan and schedule for their orientation, and tailor it to fit their questions and orientation needs as much as possible. Introduce them to the organization’s staff, volunteers, and community. Provide an overview of the roles and responsibilities of the position and make clear to them what resources are available to help them be successful in their new role.