I have recently been asked what is the best way to advertise for a new CEO. The real question was how to select magazines, newspapers, etc. to place announcements of new CEOs. My short answer is simple: none!
I think CEOs should be recruited for the specific job skills the Board needs for the organization at that time and for the foreseeable future. This is especially true when the founding and longtime CEO decides to retire.
Recruitment can take many forms; I have served on search committees that pay for professional recruiting services that typically cost between $ 25,000 and $ 50,000 for a national search. I will avoid any discussion of that particular approach because (a) most organizations cannot afford recruiting services in these economic times; and (b) these economic times present new hiring opportunities that may be even better than a national search.
Let’s start with a simple checklist:
- The hiring process should be done by the Board of Directors and the CEO who retires or leaves should not be part of the process. Top-tier CEOs will understand why, you don’t have to explain.
- 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 that non-board members are also involved in the search; an excellent source of knowledgeable people is past board chairs.)
- The committee should recommend to the board the specific skill set needed, along with any specializations. (Example: If your national accreditation organization has concerns about the quality of its exhibits and your accreditation is in jeopardy, it would not make sense to seek a new CEO who is uniquely gifted for community outreach.) skill as close as possible. Make sure the job description is current and approved by the Board.
- Start by doing something unusual: write a letter to everyone meat of all non-profit organizations and senior executives from as many private sector organizations in your region as possible. The purpose of this letter is twofold: (a) to inform the recipient of the search for the CEO of your organization; and (b) ask them if they know of anyone they would recommend for the position. People love being included in important decisions, like selecting a new CEO, so don’t be shy about seeking opinions.
- Have a discussion in committee (and board) about the current state of the organization and exactly what you are looking for in a new CEO, making it clear that the goal is a specific skill set. (I’ve seen CEOs move from one organization to another, only to fail, and I’ve seen CEOs ignored for a position where their specific skills were appropriate, but unknown to most people.)
As an anecdote, the economy that is challenging the nonprofit sector (and everyone else) should be the perfect time to search for CEO candidates. It is quite possible that the CEO search could identify experienced candidates who are now willing to work for a nonprofit organization (rather than a public or private sector organization) – and – energetic candidates willing to tackle the challenges. challenges of non-profit organizations. – lucrative world.
I really like the idea of asking people if they know someone they would recommend as CEO. Please make this a specific request in your letter. In fact, I know of a case where the president of a bank (a recipient of a letter from the nonprofit organization) responded that he would like to embark on a new challenge and be considered for the position.
However, before letters are addressed and mailed, it really takes a lot of thought into the search process. When I mentioned the importance of being able to outline the precise skill set for the new CEO, most boards and organizations will find that it 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 members of the board. The easiest way to lose the best CEO candidate is for board members to provide different answers, or worse, no answers.
In the case of a CEO who is retiring (on good terms), I suggest that the search committee put in some quality time and get their perspective on how the job should evolve next. In the case of a departing CEO (not so good terms), the search committee should gather as much information as possible, perhaps from the exit interview, but be sure to filter that information through the vision. future of the board. Why? Because the council always has the maximum responsibility and its vision must be the determining factor. Getting information from a wide variety of sources is good; But, in the end, the board must act.
Perhaps the most important aspect of the recruiting (or search) exercise is for the Board to stay involved and in control. Unless you’re lucky, the search committee’s job is hard and involves three parts: (a) planning; (b) the search; and (c) the interview. There is also follow-up work to do once the selection is made, particularly if a spouse and children are involved in the relocation. (Hint: Don’t make the mistake of overlooking family needs – I’ve seen a number of important options lost to organizations that didn’t understand that it’s a family you’re bringing to town, not just a CEO.)
Let me talk about the interview topic. For the sake of argument, let’s say you have three good candidates. Although time consuming, take the time to ensure that all arrangements for the candidate’s visit are in order (airport pickup, hotel reservations, itinerary, etc.). I do not recommend more than one interview a day. A solid, well-planned interview by a board committee is an all-day event. Let’s face it: if you’ve done a good job finding a good candidate, then that candidate deserves your full attention. I find that 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 a great way to determine how the CEO and board member will interact. Keep in mind that this is not to say that you should not promote your organization in the most positive way possible; after all, you are looking for a world-class interpreter, so you must show that you are ready and worthy of that person.
In conclusion, I believe the time is ideal for nonprofits to aggressively recruit CEOs like never before, primarily because of the economy, but also because of the challenges and rewards that the public is beginning to identify with the community (non-profit) sector.
This issue, the hiring of executive directors, is essential; Let’s see if we can get some good comments and dialogue from this article to the blog. Share some real experiences. Ask a few questions you wouldn’t normally want to ask (it’s all as anonymous as you want it to be). Let’s have a meaningful dialogue. Your input is requested.