Support from the board of directors is crucial to the success of any new leader, but it is particularly important for those that are new to an organization.

Trustees are often exhausted by the search for a new director, says Amanda Stewart, an assistant professor in the department of public administration at North Carolina State University. Once the director is hired, they just want to get out of the way. “That is not effective,” she says.

New Committee

Boards need to develop a plan for the new leader and stay engaged, says Karen Schuler, manager of search, transition, and planning for the consulting firm Marcum. Boards should create a committee that is separate from the search committee to work closely with the new director. That way those members will have the time and energy to work with the new director, she says.

That committee can help anticipate priorities in the first 90 days — key meetings, fundraising events, legislative deadlines, or other important issues. “The board should be taking an active role in helping the new executive build the relationships he or she needs,” says Schuler.

Culture Matters

The board should also help educate the new director about the group’s culture and staff, says Mary Bear Hughes, a senior consultant with the Georgia Center for Nonprofits. A new executive coming from a different work culture, who knows little about an organization’s mission, may face resistance from the staff. Board members may need to work with staff leaders to make sure everyone knows the board supports the new director.

Boards should consider keeping the former director in some role, if possible, to help with the transition. Founders, for example, often have long-term relationships with important donors, and a new director can’t be expected to step in alone.

The board chair also needs to take time to develop a strong relationship with the new director. “That is really important,” says Schuler. “Those are the leaders of both bodies within an organization.”

ADVERTISEMENT