Get the New Nonprofit Executive Director Onboard: The Critical Period After Selection

by Bruce A. Scott, Senior Consultant
The Moran Company  “We Find Great Nonprofit Executives”

So your nonprofit board has successfully hired a new executive director, and everyone on the board and staff are ready to move forward.  But is the new executive director ready?  On their first anniversary will s/he say “Thanks to my board, I knew the priorities of the organization, what was expected of me, and how I would be evaluated.”  If you do hear it, your board has done its job on the critical task of onboarding – and is in the minority.  In a 2014 survey of nonprofit CEOs, Bridgespan found that 66% of respondents disagreed with the statement “The board and I worked together effectively to establish measures and milestones to assess my performance in the first year.” *

A board of directors makes a multitude of decisions and typically spends many hours above their normal duties through the course of selecting a new executive director.  With this extra work, it’s not surprising that after a short celebration the new executive may experience a quick handoff of the keys from a relieved and optimistic board.  But just as the selection is the board’s responsibility, so is the process to get the executive director oriented to the environment and onboard with the tasks at hand.

“Onboarding” is a process for placing the new executive director firmly in his or her seat by introducing the total job and context, and developing a shared leadership agenda.   One way to distinguish onboarding is to say that orientation is a welcoming process and onboarding is an integrating process.  A simple but important orientation plan includes:

• Communicating the transition and meeting key stakeholders
• Introduction to major components of the organization: compiling documents and resources and meeting with informants on staff
• Calendar Issues – upcoming events and recurring meetings
• Relationship building – who are the players who deserve early attention.

Onboarding includes more than a straight-forward orientation plan as it supports the work of the executive on the priorities of the organization.  A successful onboarding process launches the executive director into the role of fully contributing to the organization’s outcomes.  Here are four major considerations for onboarding.

1. “The Leadership Agenda” – This is the top critical outcome of onboarding – a shared leadership agenda to clarify for the new CEO what the board believes are top organizational priorities. Then together, action plans with appropriate milestones are set forth.   The most successful executive director searches follow an organizational assessment of “where-are-we-now” and “where-are-we-heading.”  In this assessment, priorities are clarified, challenges are acknowledged, and the board knows what the next-big-things are.  This informs the search process so that the qualities and skills you need are applied in the selection of the new CEO.  The task in the onboarding process is to clearly share the priorities and translate them to goals and objectives for the executive’s first year.  A good “agenda” sets expectations for measurable action and guides the new executive in their learning process.
2. Transition During First Six Months – The board makes a significant contribution to onboarding when it states openly that the new executive’s priority for the first six months is learning the job and building the leadership agenda.  Perhaps areas of the job that have been covered by senior management or board members should continue to be covered.  Protecting the new executive from major projects and immediate daily challenges will pay off with a well-prepared leader who takes full-charge in a few months.
3. Roles Get Clarified – The new executive and the board who hired him/her must get clear on leadership roles.  The outgoing executive may be of great assistance in relaying how it has been, but the new person must review board functions and reporting agreements.  This starts, for example, with an agreement that there will be weekly communication between the executive  and the board chair.
4. Coaching Will Help – An executive coach can provide important support, expertise and clarity to assist in onboarding.  If the board hasn’t tackled the leadership agenda, the new executive can (and must) drive the conversation.  A coach will help the new executive identify the skills s/he brings to the priorities as well as what s/he needs to learn or request from the board.  Weekly contact between your new CEO  and an executive coach will also help him/her identify priorities and resist “fire fighting,” and receive feedback on important initial  decisions.

The Moran Company is uniquely positioned to add value to the completed Executive Director search by offering optional Onboarding & Executive Coaching services.  As part of the search process we have held many conversations with board members about the needs of the organization and the aspirations of the board.  We have learned much from internal and external stakeholders and hold a unique snapshot of the context into which your new CEO is landing.

Your board certainly does deserve congratulations when the new executive director is hired and in place, and celebration is in order.  But make it a celebration that renews your energy to protect your investment.  Devote time and thought to the onboarding process.

*The Nonprofit Board’s Role in Onboarding and Supporting a New CEO, Lisa Walsh, Libbie Landles-Cobb, & Leah Karlins, The Bridgespan Group

–    Prior to the Moran Company, Bruce’s career has included 33 years as a nonprofit executive director.  Decades of direct experience bring an understanding of the complex and volatile turf of nonprofit executives. To learn more about Bruce’s background and the expertise of our other consultants, read the Moran team bios.

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© 2016 The Moran Company, “We find great nonprofit executives.” We specialize in searches for nonprofit executive directors, directors of development/fundraising staff, and other top nonprofit leadership.