The Center for Ethics, Governance, & Accountability

I’ve recently been asked how to best go about advertising for a new executive director. The actual question was how to go about selecting magazines, newspapers, etc. to place ads for new executive directors. My short answer is simple: none!

I believe that executive directors should be recruited for the specific job skills that are needed by the Board for the organization at that time and the foreseeable future. This is especially true when the long-serving, founding executive director decides to retire.

Recruitment can take many forms; I have been part of search committees that pay for professional recruitment services that typically costs $25,000 to $50,000 for a national search. I will avoid any discussion on that particular approach because (a) most organizations cannot afford recruitment services in these economic times; and (b) these economic times present new recruitment opportunities that may be even better than a national search.

Let’s start with a simple checklist:

1. The recruitment process should be conducted by the Board of Directors and the retiring or departing executive director should not be part of the process. Top-notch executive directors will already understand why – you will not need to explain it.
2. An Executive Director Recruitment (or Search) Committee should be formed as a special committee of the Board and a member of the Board should chair it. (It’s healthy to get non-board members to participate in the search as well – an excellent source for informed individuals are the former board chairs.)
3. The committee should recommend to the board the specific skill set that is needed, together with any specializations. (Example: if your national accrediting organization has concerns with the quality of your exhibits and your accreditation is in jeopardy, it would not make sense to seek a new executive director who is especially gifted with outreach in the community.) Fit the need to the skill as closely as possible. Make sure the job description is current and approved by the Board.
4. Start by doing something unusual: write a letter to all the chairs of all the non-profits and the top executives of as many private sector organizations in your region as possible. The purpose of this letter is two-fold: (a) make the recipient aware of your organization’s executive director search; and (b) ask them if they are aware of anybody they would recommend for the job. People love to be included in important decisions like selecting a new executive director, so don’t be timid about seeking input.
5. Hold a committee (and board) discussion about the current state of the organization and exactly what you are looking for in a new executive director, making clear that a specific skill set is the goal. (I have seen executive directors moved from one organization to another, only to fail – and – I have seen executive directors overlooked for a position in which their specific skill sets were well-suited, but unknown by most people.)

Anecdotally, the economy that is challenging the Non-Profit Sector (and everyone else) should be the perfect time to seek executive director candidates. It is very possible that the executive director search could identify experienced candidates that are now willing to work for a non-profit (instead of a public-sector or private-sector organization) – and – energetic candidates willing to tackle the challenges of the non-profit world.

I really like the idea of asking people if they know of anyone they would recommend as your executive director. Please make this a specific request in your letter. I actually know of one case where a bank president (a recipient of a letter from the non-profit organization) replied that he would like to embark upon a new challenge and be considered for the job!

However, before the letters get addressed and mailed, a lot of thought really does need to go into the search process. When I mentioned the importance of being able to outline the precise skill set for the new executive director, most boards and organizations will find that is not an easy thing to do. It becomes easier if the Strategic Plan (or Long Term Plan) of the organization exists, is up to date, and is known to all the board members. The easiest way to lose the best executive director candidate is to have board members provided differing answers or, even worse, no answers at all.

In the case of a retiring (under good terms) executive director, I suggest the search committee spend some quality time and gain their perspective on how the job should next evolve. In the case of a departing (under not-so-good terms) executive director, the search committee should glean as much information as possible – perhaps from the exit interview – but be sure to filter that information through the future vision of the board. Why? Because the board always holds the ultimate accountability and its vision must be the determining factor. Gaining input from a myriad of sources is good; but, in the end, the board must act.

Perhaps the most important aspect of the recruitment (or search) exercise is that the Board stay involved and in control. Unless you just get lucky, the work of the search committee is hard and involves three parts: (a) the planning; (b) the searching; and (c) the interviewing. There is also follow-up work to do once the selection is made, particularly if a spouse and children are involved in relocating. (Hint: do not make the mistake of overlooking the needs of the family – I have seen a number of top choices lost to organizations who did not understand that it is a family you are bringing to town, not just an executive director.)

Let me speak to the issue of interviewing. For the sake of argument, let’s say you have three good candidates. Although it’s time consuming, take the time to make sure all of the arrangements for the candidate’s visit are in order (airport pickup, hotel reservations, itinerary, etc.). I do not recommend more than one interview per day. A well-planned, solid interview by a board committee is an all-day event. Let’s face it: if you have done a good job finding a good candidate, then that candidate deserves your full attention. I find that too many organizations try to sell themselves to the candidate; instead, I would recommend sharing some honest scenarios and ‘what-if’ questions and answers between the committee and the board. This is an excellent way to determine how the executive director and board member will interact. Please note this is not to say that you should not promote your organization as positively as you can; after all, you seek a top-notch performer, so you need to demonstrate you are ready and worthy of such a person.

In conclusion, I believe the timing is ideal for non-profit organizations to aggressively recruit executive directors like never before – primarily due to the economy – but, also due to the challenges and rewards that the public is beginning to identify with the community (non-profit) sector.

This subject – executive director recruitment – is a critical one; let’s see if we can get some good feedback and dialogue going from this article to the blog. Share some actual experiences. Ask some questions that you would normally not want to ask (everything is as anonymous as you want it to be). Let’s have a meaningful dialogue. Your input is requested.