goodbye...hello - Jessie duPont Fund

J
B
E S S I E
notes
Number
17
–
Summer
A L L
D U
from
P
O N T
the
F
U N D
field
2007
goodbye...hello
M ANAGING E XECUTIVE T RANSITIONS
N ONPROFIT O RGANIZATIONS
IN
T
O
T
T
E N
A
B
S
T E P S
E T T E R
R A N S I T I O N
TOOLKIT
g o o d b y e . . . h e l l o
MANAGING EXECUTIVE TRANSITIONS
notes from the field
Number 17 – Summer
JESSIE BALL DUPONT FU
2007
N D
IN
N O N P R O F I T O R G A N I Z AT I O N S
introduction
the
More than 150 nonprofit organizations are eligible to receive support from the Jessie Ball
duPont Fund. They range from small, all vol-
unteer organizations such as rescue squads
and community groups, to expansive organi-
zations with multi-million-dollar budgets and
national, even international, reputations.
Through our decades of work with these orga-
challenge
The nonprofit sector in America today faces a
Yet, as we look around the country at the
leadership of our organizations, we see a lot
growing leadership challenge that is both similar to
is aging. We must confront the fact that, in
government sectors of our economy.
and distinct from that faced by the for-profit and
of gray hair. The current generation of leaders
the next decade, most nonprofits will experi-
ence a change in leadership.
The similarities lie in simple demographics. The
Just as the Jessie Ball duPont Fund was
reaching a tipping point. The cohort of individuals
age and composition of the American population is
commonly known as the Post World War II Baby
aggressive in working to build the expertise of
nizations, we have learned a fundamental les-
leaders of eligible nonprofit organizations, we
Boomers (those born between 1946 and 1964) are
only money or mission or message. It is peo-
manage these executive transitions well.
proportion
son: the primary element of success is not
ple.
People, particularly the people who lead orga-
nizations, are THE make-or-break factor for
nonprofits. An organization may have abun-
dant resources, a great mission and a strong
respond to an executive’s departure. We hope
executives will think about how they can pre-
pare their boards for a change in executive
leadership. We hope to remove some of the
anxiety that surrounds this topic and make
stumble and fall. Conversely, we have seen
transition a natural part of healthy organiza-
repeated examples where the strength of
individual leadership has triumphed over
financial shortfalls and an array of operational
challenges.
Through the years, the Jessie Ball duPont
Fund has invested in multiple strategies to
strengthen the leadership of the nonprofit
organizations that we support. We have seen
positive benefits from investments in both the
individuals who lead organizations and in the
organizations
themselves,
working
more background, refer to Notes from the
Winter
Nonprofit
2006,
Building
Organizations,
www.dupontfund.org .)
Stronger
available
tional governance.
None of us lasts forever. Recognizing this
frees us to think about what comes next, and
what is in the best interest of the organiza-
tions that we serve. At the Jessie Ball duPont
ing a succession of strong leaders in our non-
profit organizations is in our best collective
interest.
at
40%
President
population
aged
45-65.
In terms of the number of workers in their prime
working and earning years, America is in transi-
35%
tion.
30%
In the next 10 years, as more leaders begin to
25%
reach retirement age, businesses and enterprises
20%
of all types will find themselves searching for new
15%
leaders from a pool of applicants not significantly
larger than in years past.
10%
5%
0%
1990
2000
2010
2020
% of Population Aged 45-65
% of Population Aged 20-45
While the proportion of the
population between the ages of
45 and 65 is increasing rapidly,
the proportion aged 20-44 is
remaining relatively flat. In
Sherry P. Magill
the
ing as a percent of the total population.
A GRAYING
WORKFORCE
Fund, we believe that promoting and sustain-
with
teams of board, staff and executives. (For
Field,
constructive conversation about executive
of
Meanwhile, the individuals aged 20-44 are declin-
We hope boards will think about how they
message, but poor leadership can squander
those assets and cause the organization to
beginning to reach retirement age, swelling the
wish to be aggressive in helping organizations
1990, there were 1.7 “young”
people for every “older” person.
By 2010, that ratio drops to
1.3-1.
(Source: U.S. Census)
Against this broad backdrop of demographic
change, each industry or field faces its own unique
set of challenges. For nonprofits, it is the changing
scope of demand for nonprofit leadership, driven
both by the growth of the sector, growing expecta-
tions of the American public and the increasing
sophistication needed to keep pace with both.
The number of 501(c)(3) organizations grew
10.3% between 2003 and 2006, according to the
Internal Revenue Service. The reasons for this
growth are varied: charitable giving has increased
as Baby Boomers have aged; the number of foun-
dations has increased dramatically in the last
decade; and, most significantly, government has
1
steadily turned to nonprofits to deliver public
services.1
Accompanying this sector-wide growth has
been increasing demand from the American
public for accountability, transparency of
operations and predictability of outcomes
Nonprofits often do not enjoy the skill redun-
dancies in key positions that make the loss of
porarily crippling. And, finally, nonprofits
often lack deep financial reserves, which can
the leader (who often serves as the primary
responsiveness and results for their invest-
In short: The work is more challenging. The
the operational side of nonprofit organiza-
(a 2004 survey sponsored by the Annie E.
tions.
These stresses impact nonprofit organizations
in ways not often seen in the for-profit or
public sectors. Often, nonprofit organizations
lack staffing depth – that is, the second and
third tier of employees who are ready to and
capable of moving into leadership roles.
R A N S I T I O N S
be critical to sustaining an organization when
fundraiser) departs.
ment, all of which place greater demands on
T
X E C U T I V E
three nonprofits, three perspectives
a key employee manageable rather than tem-
among nonprofit organizations. Donors and
funders expect a high degree of efficiency,
E
experienced leaders are nearing retirement
Casey Foundation found that 55% of current
executive directors were age 50 or older).
surviving
the
storm
Loss of a CEO, shifting markets and
organizational turmoil created a near-perfect storm
for Family Foundations.
Page 5
The population of young people to provide
new leadership is not increasing proportion-
ately. And the organizations affected have
fewer financial safety nets to help them
manage the change.
the
right
job
at
the
right
time
Becoming president of
United Way of Delaware didn’t just happen,
it was the result of a careful and strategic search
– the candidate’s search.
Page 11
hitting
a
home
run
A seasoned executive at
Hope Haven Children’s Clinic and Family Center
created a plan, positioned the board
and delivered a grand slam.
Page 17
The Nonprofit Sector’s Leadership Deficit, The Bridgespan Group, Thomas J. Tierney, March 2006
1
2
3
surviving
the
storm
Family Foundations, Inc.
Jacksonville, Florida
When Dawn Lockhart took her first job
at Family Foundations in 1984, she did
not think that, two decades later, she
Lockhart.
would be leading the organization. The
Financial counseling was a relatively
nowhere on her radar screen.
National
notion
of
executive
transition
was
In fact, the concept of executive transi-
tion never really appeared on the organization’s
ascended
radar
to
screen.
leadership
Lockhart
almost
young and growing field at the time. The
Foundation
for
Credit
Counseling had established Consumer
Credit Counseling Services standards for
the field and Family Foundations became
the recognized provider of these services
by
in the Jacksonville market. Lockhart ran
ning, coupled with other challenges,
nization, another executive ran the fam-
default. The lack of organizational plan-
rocked the agency from top to bottom. It
was only due to Lockhart’s determina-
the financial counseling side of the orgaily counseling side.
tion and stamina, and key support from
In the 1990s, as the credit card industry
zation weathered the storm.
boomed also. The proliferation of credit
a few board members, that the organi-
Prior to 2006, Family Foundations was
known as Family Counseling Services, a
nonprofit with 50 years of experience
counseling
families
in
boomed, the financial counseling industry
cards resulted in rapid debt accumulation
among unsophisticated consumers. These
same credit card companies sought to
recover delinquent or unpaid debts and
greater
were willing to pay reputable organiza-
organization focused on personal and
sometimes as much as 15%. Financial
Jacksonville. Until the mid-1980s, the
family counseling. In 1984, however, the
organization moved into the area of
financial counseling, helping families
manage financial crises and establish
good financial habits. To lead that pro-
4
gram, the organization hired Dawn
tions a percentage of repaid debt –
counseling – debt restructuring and
repayment planning – became the cash
cow for Family Foundations. Revenue
supported not only debt-restructuring
but a broader array of financial literacy
5
programs – as well as the family coun-
ties. There was a strong chief executive
•A staff of 42 employees, many of
great deal of confidence. The executive
•Multiple physical facilities in need of
The environment began to change in the
rather than share them with the board.
•Lack of fundraising and resource
rewards the credit card companies had
“No one was aware from the board’s per-
host of unscrupulous, for-profit, preda-
were
seling side of the business.
A Changing Environment
late
1990s,
however.
The
lucrative
offered for debt repayment had lured a
chose to keep the difficulties to himself,
spective of the real financial issues that
began its own transition at that time.”
whom needed performance reviews.
Bordelon was then serving on the exec-
maintenance, repair or sale.
to take the position of chair. She accept-
development by both the board and
staff.
utive committee and, in 2004, was urged
ed, and, within weeks was spending 2030 hours a week working with the organization.
said
In mid-2003, the organization hired a
Changing Leadership
the credit card companies severely tight-
who joined the board in 2000. “The
great resource for Lockhart. But almost
to serve as the permanent chief execu-
measures and drastically cutting their
Things were presented to us and we
tory companies to the field. In response,
ened the reins, establishing performance
contributions. Today, their contributions
range from nothing to 5%.
As an agency nationally accredited by
facing
the
organization,”
Sheryl Bordelon, immediate past chair,
board [then] met every other month.
new accountant, who proved to be a
before Lockhart could get her feet
beneath her in her new role as Chief
In May 2004, the board asked Lockhart
tive, and she accepted.
voted on them. Very few questions were
Operating Officer, the chief executive
“When I took office, I had no apprecia-
interact with any of the staff – in fact,
Interim Executive Director.
make sure the board understood and
asked. And we were not encouraged to
quite the opposite. This was my first
resigned and the board named Lockhart
tion for the work it took on my part to
knew what they needed to know,” she
the Council on Accreditation, Family
experience with a nonprofit board and I
The stress of confronting organizational
said.
the more stringent performance and
were supposed to be.”
ities took a toll on Lockhart. She suf-
And there was a lot they needed to
Confronting Transition
beating of the heart, often in response
the red and assets were declining. Staff
Foundations had no difficulty meeting
ethical standards, but the reduced con-
tributions resulted in a significant drop
in revenue. As the cash cow began to
just assumed that was the way things
Circumstances changed in 2002, when
challenges and her changing responsibil-
fered an attack of tachycardia (rapid
to stress) while on an outing with her
know. The organization was financially in
was disgruntled and the physical plant
dry up, the impact was felt not only on
the chief executive and his wife suffered
daughter. At one point, out of frustration
remained in disrepair.
ness, but on the social and family coun-
confronted the prospect of an executive
consideration for the permanent chief
“Funders didn’t know who we were. We
the financial counseling side of the busiseling side as well.
By and large, the board was unaware of
these changes in the field – and of the
impact they were having on the organi-
zation. The healthy cash flow over many
years had allowed the board to ease
away from its fund-raising responsibili-
6
in place, in whom board members had a
health problems. The board suddenly
transition. Its strategy was to provide
backup for the executive by naming
Lockhart Chief Operating Officer.
Lockhart found herself facing a daunting
array of challenges:
•Financial weaknesses caused by
changes in funding streams.
and fatigue, she withdrew herself from
executive position.
didn’t have a resource development
department. And resource development
The turmoil took its toll on the board as
was a crowded field – there was lots of
“I don’t think any of us on the board
With the help of the new accountant, the
Bordelon said, “and, in fact, the board
ances facing the organization. There was
well.
were really prepared for the transition,”
competition for contributors’ dollars.”
board began to see the financial imbal-
7
some
natural
defensiveness,
but
Lockhart used third parties to educate
the board and help members find solu-
“I was angry with myself for getting into
reached critical levels: Lockhart knew
has allowed me to be more forthright
By the summer of 2004, the stress had
tions. She invited other nonprofit execu-
she needed to step away.
point, even used a grant rejection letter
“It was a crisis sabbatical,” she said. “If
opportunities.
have gotten through the year.”
tives to address the board and, at one
as a tool to discuss needed change and
I hadn’t taken that [time off] I wouldn’t
She also turned to professional organi-
She left the office for a month, com-
Children and Families, a national organi-
no phone calls, no contact of any kind.
zations
for
help.
The
Alliance
for
zation with whom Family Foundations
was affiliated, conducts workshops for
board chairs and executives to help clar-
ify roles. Lockhart and Bordelon attend-
pletely severing connections: no email,
She
returned
refreshed
and
began
aggressive work on board development
and staff performance. She convinced
the board to sell two properties and con-
ed and began implementing the model
solidate operations in the main office.
board members, the shift to more active,
reserve and long-term investment fund.
when they returned home. For some
accountable roles was uncomfortable.
Seven board members left initially. After
The proceeds from those sales created a
After much effort, Family Foundations
a mandatory board giving standard was
now has 24 board members, a heavy
only four of 24 board members remain
matrix, a written application and inter-
approved, turnover continued. (Today
from the previous board.)
“We were dealing with financial issues,
board cultivation process with a skills
term here is limited. I could be hit by a
bus tomorrow. I have been with Family
Foundations for 22 years and absolutely
believe in our mission of building strong
families. Jacksonville needs this agency
to be around for another 50 years and I
need to put the right infrastructure in
place to make that happen.”
In fact, the board has begun to talk
about “life after Dawn.”
“Anything can happen,” Bordelon said,
“and we [the board] don’t ever want to
be in this position again. No one can pre-
dict the future and Dawn has reminded
us that this is a process that we need to
deal with.”
establish board term limits. Board mem-
out and recruit new board members
work) and give or get $2,500 a year.
unteer work (beyond their committee
really difficult, but it has been the best
The extreme stresses Lockhart suffered
us.”
for forthright management and proactive
thing that could ever have happened to
with my board and recognize that my
and the bylaws have been revised to
bers are required to do 20 hours of vol-
when things are such a mess? It was
the tachycardia situation,” she said. “It
view process. The board meets monthly
low staff morale and a host of chal-
lenges,” said Bordelon. “How do you go
8
A Crisis Sabbatical
have made her more aware of the need
transition planning.
9
the
right
job
at
the
right
time
United Way of Delaware
Wilmington, Delaware
When Drew Langloh decided in 2004 that
to work on, it can be very empowering.
approached the change with characteris-
professionally.”
it was time to move to a new job, he
tic discipline and care. He revisited his
goals, targeted his search, did his home-
work, and vetted his opportunities thoroughly.
As a result, he landed the right job at
the right time: president of United Way
of Delaware. It was the logical next step
in a career that has been carefully
orchestrated.
Executive transitions are two-way trans-
actions: just as an organization must
find the right person for the job, an
executive must find the right organiza-
tion for his or her goals, personality and
temperament. A look at Langloh’s career
path and job search strategies offers
some insights into how those seeking to
make a transition can improve the
chances of making the right transition.
“There are really two aspects to this,”
Langloh said. “There is the career plan-
ning side, and there also is the personal
development side. When you are really
honest
with
yourself
about
your
strengths and the things that you need
10
It provides a road map to help you grow
Bold Goals from the Start
Langloh has spent his entire career with
United Way, starting in Greensboro,
North
Carolina,
and
moving
to
Birmingham, Alabama, and Baltimore,
Maryland, before arriving in Wilmington,
Delaware.
His career began with a bold goal at the
age of 22 – he decided he wanted to be
president of United Way. “I still have the
yellow legal sheet that I wrote that on,”
he said. Identifying that goal enabled
him to ask:
•What are the stepping stones toward
that goal?
•What are the skills I need to have to
take each of those steps?
He planned his career strategically,
building his skills along the way. He
found a United Way guide for search
committees that outlined desirable skills
and attributes of agency CEOs. “I figured
if these were the skills and attributes a
CEO needed, then that was the list of
11
skills that I needed to acquire,” he said.
He also built networks of people and
relationships that would prove important
as opportunities and responsibilities
evolved.
“You are in charge of your career [at
United Way,]” Langloh said. “If you are
interested in moving, the national office
can
provide
information
about
job
vacancies and postings. But as in most
fields, it is the networks and relation-
ships that really are critical to making
smart and successful career moves.”
The “Right” Organization
In 2004, Langloh found himself at United
Way of Central Maryland, in Baltimore,
serving as chief fundraiser but ready to
move into the more challenging role of
character.”
But his criteria extended beyond “place.”
He looked for an organization whose
needs matched his talents and whose
He studies the organization’s tax
“I research everything. I talk to people
once he is a viable candidate, he asks
committee. I walked into one interview
return, which is available online. And,
for copies of the audit and monthly
financial reports – “anything that
gives me a good sense of what they
who know the members of the search
and looked at a member of the search
committee and said, ‘I’m sorry they mis-
spelled your name on your table tent,’”
strategic vision aligned with his.
are doing.”
Langloh said.
In the end, he targeted two prospects –
ment in which the organization is
“If you approach the interview from a
and
What is the economic outlook for the
esting dynamic. The conversation focus-
a United Way chapter on the West Coast,
United
Wilmington.
Way
of
Delaware,
in
Extensive Homework
He deliberately limited himself to two
prospects.
“Early in my career, I learned an impor-
tant lesson about interviewing,” he said.
“You need to do enough homework and
•Second, he studies the environ-
operating. What is their donor base?
community and the state? He reads
the local and regional newspapers
online to get a sense of what issues
are on the table in the community.
•Third, he requests and studies the
organization’s most recent strategic
plan.
•Fourth, he uses his networks to
talk to people in the community,
consultant role, it creates a really inter-
es on the organization, rather than you.
I had one CEO who took his coat off,
pulled out a flip chart and started brainstorming ideas.”
Good Chemistry
The interview at Langloh’s first prospect
went well, but he knew almost immedi-
ately the chemistry was not right. “I was
research on an organization that you can
whether they are donors, heads of
organization?
plan, a vision for what you would do with
any knowledgeable sources he can
United Way in a community.”
“It comes back to knowing yourself and
tion. That requires an enormous amount
help inform his understanding of the
In Wilmington, however, “There was
chief executive at the right United Way
organization. But what was the “right”
knowing what provides you with job sat-
isfaction,” he said. “I knew that having
strong
community
connections
was
go before the search committee with a
the organization if selected for the posi-
of preparation – I’d say 40 hours of prep
for each interview.”
important to me and to what I thought a
His research agenda is, indeed, exten-
Living in a big city is fun, but it is hard
•First, he looks at the organiza-
United Way organization should be.
to have the kind of rewarding communi-
ty connections I wanted in a big city. So
that helped define the type of market I
12
was looking for, both by size and by
sive:
tion’s financials. “They tell a different
story than everything else. They
reveal the organization’s priorities.”
other organizations, public officials –
cultivate in the community who can
place and the organization.
Armed with this information, he builds a
not the person they wanted. We had dif-
ferent philosophies about the role of
almost immediate comfort. They articu-
lated problems that aligned with what
my research had told me. The search
profile of the organization from the per-
committee was very prepared to present
strengths, weaknesses, opportunities
CEO.”
spective of a consultant – what are its
and threats. That profile then informs
the vision and strategy that he will take
to the interview.
what they were looking for in a new
In fact, the Wilmington search commit-
tee had worked as hard as Langloh to
13
prepare for the search and transition.
know what is negotiable and what is a
Succession planning, in his eyes, occurs
And, Langloh acknowledges, sometimes
that the United Way national office offers
to ask up front for what you want.”
critical position. He strongly believes in
and grow professionally. He understands
The members had drawn on resources
the search committees of larger chap-
ters, including help in developing a
Then, you need to give the organization
was headed by Bob Harra, president of
respond.
process for the search. The committee
Wilmington Trust and a long-time volunteer with United Way of Delaware.
The interview process was very orderly:
Langloh met first with the search com-
time to react and give yourself time to
Once the negotiations are over, there is
the process of orientation.
“The [Wilmington] search committee did
a terrific job of welcoming me and intro-
mittee, as did all candidates, in a struc-
ducing me,” Langloh said. “They held
invited to return and meet with a series
counties, inviting all of the people I
tured interview. Then the finalists were
of other groups for unstructured conver-
sations. Langloh met with a group of
agency heads, a group of labor leaders,
ing the corporate connections. I had an
opportunity to speak at each event, to
powerful stuff and it laid a great founda-
its final decision.
In addition, he asked Harra, who had
Beyond the Job Offer
serve one year as his private coach,
ual careers, he never loses sight of the
command who is tasked with learning to
do all of the things the key staffer can
do.
“Grooming people beneath you to take
tor,” Langloh said. “When you groom
does, you create more ownership in the
organization, higher employee motiva-
early successes.
their
retirement plans, whatever. You need to
Langloh applies his methodical discipline
Now that he is no longer the “new” guy,
community. The minute it starts being
about us, we have stopped being good
stewards.”
doesn’t occur.
to focus on yourself is when you are
whether is it salary, vacation, benefits,
us. It is about that organization and that
being so supportive of you because you
“Some people say, ‘They’ll quit on you,’
Succession Planning Strategies
organizations,” he said. “It is not about
ning for your job,’ but that rarely hap-
are doing so much for them. The rivalry
need to know what is important to you,
“We are hired to be stewards of these
“Some people say, ‘They’ll end up gun-
unnecessary pitfalls. Harra agreed and
negotiating a job offer,” he said. “You
fact that the work is about the organiza-
tion, and not the individual.
their own box.
“In the nonprofit world, most of what we
do is focused on others. But the one time
others to carefully tend to their individ-
tion and employees who think beyond
helping him learn the agency and the
was an important ingredient in Drew’s
has motivated most of his own profes-
Each has an identified key second in
his lead information technology person.
pens because the employee ends up
tionships he would need and avoid
that need – it has been, after all, what
sional moves. And while he encourages
served as search committee chair, to
community and begin to build the rela-
people leave just to seek new challenges
plans with his chief financial officer and
people to learn to do everything the boss
tion for me.”
point out, is not the end of the process.
cessors and has instituted succession
would eventually need to know, includ-
committee. The search committee gath-
Being offered the job, Langloh is quick to
key executives grooming their own suc-
over your job is a very powerful motiva-
share my vision for United Way. It was
ered input from these groups to inform
not just at the CEO level but in every
receptions in each of Delaware’s three
a group of top-tier donors, and a group
of board members not on the search
14
deal breaker. And don’t be embarrassed
but they’re not going to leave because
skills
improved.
People
leave
because they are unhappy or they don’t
have any opportunity to contribute to
the organization.”
to preparing the agency for the future.
15
hitting
a
home
run
Hope Haven Children’s Clinic
and Family Center
Jacksonville, Florida
In 1990, after a full career in education,
university settings where Quinlan had
Hope Haven Children’s Clinic and Family
cant career change that Quinlan was
profits, becoming executive director of
Center in Jacksonville, Florida. A decade
later, when Quinlan retired and was suc-
ceeded by Laurie Price, the transition was
viewed by many as ideal: well-planned,
strategic and seamless.
spent his career. It provided the signifi-
seeking in his mid-50s. It also provided
what he considered an appropriate cap-
stone, or closing experience, to his work-
ing years.
“I knew this would be my last full-time
The secret, Quinlan and Price say, lies in
job,” Quinlan said. “Knowing that impact-
girded Quinlan’s tenure as executive
staff.”
two fundamental perspectives that underdirector:
ed the way I dealt with the board and the
•Transition is inevitable, not optional.
In his early years at Hope Haven, Quinlan
the executive, is the primary consider-
ing the governance structure – building a
•The well-being of the organization, not
ation.
“You need to begin preparing to leave the
minute you walk in the door the first day,”
invested most of his effort in strengthen-
stronger board that was more fully
engaged in overseeing the organization.
By the mid-1990s, he felt he had a board
in place that was ready to tackle bigger
said Quinlan. “If you are focused on
challenges.
mate departure, your ego doesn’t take
Preparing the Stage
and start focusing on the organization’s
told his board that he had every intention
preparing the organization for your ulti-
control. You stop focusing on your needs
needs.”
Hope Haven serves children and young
adults with emotional, developmental and
mental health needs, and provides sup-
port to their families. While it is, in many
ways, an “educational” environment, it is
16
very different from the high school and
Tom Quinlan moved to the world of non-
When he reached the age of 60, Quinlan
of retiring at age 65. He then mapped out
a five-year transition strategy, the first
phase of which was to develop a new
strategic plan for Hope Haven.
The strategic planning process was thor-
ough, and included analysis of Hope
17
Haven’s environment, outside influences
and internal practices. It involved the
board and staff, but no outside consul-
In February and March 2000, the finalists
The Hope Haven board appreciated the
different organization than it had been in
mittee and then by the executive commit-
agreed to extend his term another year to
hiring him – Hope Haven was, after all, a
tants.
1990.
“We took our time and did the work our-
The board discussed the technical quali-
selves,” Quinlan said. “The entire process
took almost 18 months.”
As they developed the new plan, they
were keenly aware that it needed to be a
overlap with Quinlan.
They drew on readily available expertise:
national retailer brought his vice president
provide guidance on the search process
and the interview process.
new executive.
The end result: the board owned the
This work may have been among the most
included four former board chairs. And
period. It resulted in an organization –
ground information for the search, and to
did ask Quinlan for his opinions, but he
the four candidates would have been
During that summer, there were a host of
learned that Price was the board’s first
that helped smooth the transition.
the search. And he was delighted when he
choice.
The Transition
Price was offered the position in March
2000. Quinlan made it clear that he was
in spring 1999 when Hope Haven’s board,
search process with a board discussion
about transition. The board recognized
that the qualifications they would look for
in Quinlan’s replacement would be differ-
work.
•Quinlan was proactive in “selling” Price
to the staff even before she arrived.
first day on the job, and Quinlan moved
the parties to stay on track with the tran-
•During their month of working togeth-
be available should candidates wish to
deadline proved crucial in motivating all of
Between March and September Price
with Quinlan’s help, launched the formal
events even before she officially began
country, taking vacation,” Price said. That
only leaving the job, he was leaving the
review team.
That depth of understanding was evident
Quinlan and other Hope Haven social
while Quinlan was asked to provide back-
to make wiser choices about who should
The Search
•Price attended retirement activities for
leaving September 1, 2000. “He was not
sition.
the journey.
supports – some overt and some subtle –
search process. The search committee
interview him, he and the board agreed
provide leadership for the next phase of
in late July, giving her roughly 30 days of
strong hires, which validated the quality of
self and direction. Knowing who they were
and where they were going enabled them
some time working together in the organi-
remained mum. In truth, he said, three of
how to probe for them during interviews.
and, at the same time, be flexible enough
board and staff – with a strong sense of
encouraged Price and Quinlan to have
what they were, how to identify them, and
for human relations to a board session to
important done throughout the transition
interviews.
provide some continuity. And the board
zation. Price joined the Hope Haven staff
Rather, the plan needed to be grounded in
to accommodate the creative desires of a
tee. Quinlan did not participate in the
importance of continuity. The board chair
As the search committee deliberated, they
And they discussed the intrinsic qualities –
a board member who was the CEO of a
the board’s vision of Hope Haven’s future
were interviewed first by the search com-
ties that were desired in a new executive.
flexible plan. Quinlan’s successor could
not be forced to inherit Quinlan’s plan.
18
ent than those they had considered when
that he was not to be a member of the
“It had to be the board’s decision,”
Quinlan said. “They were the ones who
would be working with this person, not
me.”
worked to navigate her own departure
from her organization in a neighboring
community. She helped her board develop
employee performance reviews together, Quinlan reflecting on past perfor-
mance and Price addressing future
goals.
•And
together
they
visited
Hope
ture. Then, in her last week on the job,
of the organization.
cessor well before Price’s planned depar-
strategic advertising and networking. That
her anxieties, Price stuck to her departure
winnowed to four finalists, including Price.
er, Price and Quinlan conducted all
a search strategy and they selected a suc-
Price learned that the selected successor
produced a pool of candidates that was
out.
Haven’s key funders and supporters, to
The board opted not to use a search firm
initially, but to recruit candidates through
•Price moved into Quinlan’s office her
provide reassurance about the stability
had chosen not to take the job. Despite
On September 1, Quinlan left on vacation.
timetable, while her board appointed an
Price received many positive signals in the
interim executive.
early going. The staff was open and forth-
19
coming, she said, and the board was wel-
coming. They made it clear new ideas
were permitted; they were not wedded to
“the way we’ve always done it.”
“They say that during the first three
months on a new job you are supposed to
“A retirement scenario probably has the
greatest chance of being a successful
transition,” Quinlan said, “because retire-
ments can be planned well in advance and
are non-threatening events.
“It is much harder for an executive to say
listen and learn,” Price said. “Because I
to the board, ‘I am thinking about leav-
could do that.”
plan,’ without causing all sorts of anxiety
came into a stable organization, I actually
ing,’ or, ‘We need to consider a succession
and problems – undermining the execu-
Reflections
tive’s authority, shaking the board’s confi-
factors that helped their transition be suc-
unleash a whole host of negative reper-
The process was very transparent. Though
“The challenge for executives often is:
Price and Quinlan point to a number of
cessful.
dence or unnerving funders. It can
cussions.
staff did not participate in the search
how do I get the conversation going?”
the way. Quinlan made it clear that he was
Once the conversation starts, he said, it
of the search. There were no surprises.
board members, a lack of consensus
process, they were kept informed all along
leaving and that the board was in charge
Hope Haven had the luxury of time – five
years
from
the
time
Quinlan
first
can be derailed by factionalism among
about organizational goals, or favoritism
for one candidate over another.
announced he was retiring until his last
“Ultimately, the board is the key to suc-
and a thoughtful process.
Quinlan said. “Any instability within the
day. That enabled thorough preparation
Roles and responsibilities were clear – the
cess or failure during times of transition,”
board will likely manifest itself during
times of transition. The board needs to be
board knew and accepted its responsibili-
a healthy board, functioning smoothly. If
role, or lack of a role.
healthy organization. And if that is the
ties; Quinlan understood and accepted his
The approach to transition was strategic –
the needs of the organization were para-
it is a healthy board, it will likely have a
case,
the
healthy.”
transition
should
also
be
S e l e c t e d
R e s o u r c e s
Annie E. Casey Foundation
www.aecf.org
Leadership Development Initiative /
Executive Transition Monograph Series
The Nonprofit Quarterly
www.nonprofitquarterly.org
Departing? Arriving? Surviving and
Thriving: Lessons for Executives, by
Tom Adams, Winter 2002
Stepping Up: A Board’s Challenge in
Leadership Transition, by Tim Wolfred,
Winter 2002
Young Nonprofit Professionals Network –
www.ynpn.org
BoardSource
www.boardsource.org
Center for Nonprofit Excellence
www.cfnpe.org
Compasspoint Nonprofit Services
www.compasspoint.org
GrantCraft
www.grantcraft.org
GEO /Grantmakers For Effective Organizations
www.geofunders.org
Support Center for Nonprofit Management
www.supportcenteronline.org
mount, and those needs were viewed over
time, not in a moment of crisis.
20
21
C r e d i t s
Content:
Mary Kress Littlepage, KBT & Associates,
Jacksonville, Florida
Photography:
Cover: Tucker Littlepage, Jacksonville, Florida
and Getty Images
Page 4: Laird, Jacksonville, Florida
Page 10: Eric Crossan, Wilmington, Delaware
Page 16: Laird, Jacksonville, Florida
Design:
Glenn Ivie Advertising Art & Graphic Design,
Jacksonville, Florida
Printing:
Hartley Press, Jacksonville, Florida
22
One Independent Drive, Suite 1400 • Jacksonville, FL 32204
904-353-0890 – 800-252-3452 • Facsimile: 904-353-3870 • www.dupontfund.org