Most people know the choice of a new nonprofit executive lies in the hands of the board of directors. I believe, along with many others, that the choice of an executive leader is one of the board’s most important responsibilities.  But the final choice will be better informed and better accepted if the board values the insights of staff about the kind of executive needed. 

As an interim CEO, I sometimes lend my experience to the design of the search process.  At the very least, I make sure to recommend strongly that the board add in ways to field staff viewpoints and communicate regularly with staff about the process and progress of the search.  

A relatively easy starting point is to get staff input prior to the search so their primary criteria and concerns can be built into the selection process.  Periodic communication – either directly from the board or channeled through the interim executive – can reassure staff that progress is being made. In most of my interim assignments, the board has also built in an opportunity for staff to meet the final two or three candidates.  These meetings can take many forms. Among the ones I’ve seen:

  • Candidates presented a Powerpoint on a topic of their choosing with questions after.
  • Candidates gave a brief introduction of themselves and then stayed around to mingle.
  • Candidates were interviewed by staff with a list of questions developed by the staff.
  • Candidates met with a few key staff teams.  

The staff needs to be aware throughout the process that the decision lies in the hands of the board, and they need to be appropriately briefed on legalities relative to interviewing.  Staff are eager to develop questions, and that’s fine, but I do try to remind them that informal interaction also provides insights. How the candidates treat the receptionist, for example, says something about who they are.  

I always instruct staff not to “rank” candidates, though almost inevitably staff make their preferences known.  Generally the conversation after and feedback to the search committee should be about each candidate’s strengths, as well as weaknesses/concerns.  

A strong negative staff reaction to a candidate is not something to ignore, and I have seen interactions with prospective candidates that include content or dynamics that become deal-breakers.  In the end, a board has additional interactions and information that may cause them to go against the staff sentiment. I have only seen this happen in one case, but the board president was savvy enough to ease the situation though a “heart-to-heart” conversation with staff explaining the board’s thinking.   

The executive is a day-to-day presence for the staff, critical to their happiness and longevity in their jobs.  Boards are wise to give staff opportunities to weigh in and to take their insights seriously.  

If your nonprofit needs an interim executive director, please get in touch with Interim Executive Network today.

Author Barbara Laur is an experienced interim executive and a founding member of the IENetwork.