{"id":584184,"date":"2016-04-06T08:50:03","date_gmt":"2016-04-06T12:50:03","guid":{"rendered":"https:\/\/joangarry.com\/?p=584184"},"modified":"2023-03-17T18:15:39","modified_gmt":"2023-03-17T22:15:39","slug":"hire-great-executive-director","status":"publish","type":"post","link":"https:\/\/joangarry.com\/hire-great-executive-director\/","title":{"rendered":"How to Hire a Great Executive Director"},"content":{"rendered":"

<\/p>\n

OK folks. It is time to deliver on what is likely the most important decision you will make as a board. You are hiring a new Executive Director or CEO.<\/p>\n

You can\u2019t screw it up.<\/p>\n

Actually, sure you can. Boards do it all the time. I tell clients in transition that even strong boards often make bad ED hires and weak boards always<\/em> do.<\/p>\n

I want to help turn these odds around.<\/p>\n

There are some good resources out there. I found a great resource from the Big Brothers Big Sisters of Canada \u2013 an entire interview guide. (I may be looking to relocate to Canada after Election Day so it\u2019s good to know that they are on their nonprofit game up there.)<\/p>\n

But these resources come with a risk. They focus you on the process, putting you in the weeds.<\/p>\n

Sure, you need to be sure you are following a process. But if you want to hire a great<\/em> Executive Director,\u00a0you have to keep your eye on what is important. I like a quote attributed to Lee Iaccoca, former CEO of Chrysler: \u201cThe main thing is to keep the main thing the main thing.\u201d<\/p>\n

So I am offering advice that I hope will keep you focused on the main things as I see them \u2013 advice I hope will keep your process at the right altitude.<\/p>\n

How do you go about finding the right fit for the organization? How do you fight the urge to \u201csettle\u201d when you have a mediocre candidate pool? (Hint: DON\u2019T<\/a>.)<\/p>\n

Here\u2019s what you need to do to find your next great Executive Director\u2026.<\/p>\n

ADVICE #1: START WITH\u00a0YOUR EXISTING NETWORK<\/h2>\n

What is the likelihood that you will hire someone to run your organization that has never given it a dime? Never attended an event? Has not even signed up for your email list?<\/p>\n

Your next Executive Director will not be someone you discover on a malt shop stool (this reference is only applicable if you are over 50. If under 50, google \u201cLana Turner\u201d.) There is a high likelihood that your next E.D. is already in your database.<\/p>\n

This is the argument I make when organizations cannot imagine doing the search without a search firm, whether they have the money or not.<\/p>\n

ADVICE #2: ENGAGE AN EXECUTIVE DIRECTOR IN THE SEARCH<\/h2>\n

A big problem board search committees have is that they don\u2019t exactly come to the interview with a 3-dimensional perspective or a deep understanding of what the job really requires.<\/p>\n

It\u2019s rare that anyone around the table has ever actually done<\/em> <\/strong>the job. So brainstorm effective leaders you know, in and out of your sector. They could be current or former Executive Directors. But make sure you can lean on the advice of somebody who has been there.<\/p>\n

ADVICE #3: SORRY, YOU CAN\u2019T HAVE IT ALL<\/h2>\n

The typical job description for a nonprofit CEO borders on the absurd. When I speak to groups of CEOs or EDs, I\u2019ll ask, \u201cHow many of you heard the search committee say \u2018in the job, you get to do it all?\u2019\u201d<\/p>\n

Many raise their hand.<\/p>\n

Then I look at them incredulously: \u201cAnd you took the job anyway???\u201d<\/em><\/p>\n

It gets a laugh but it\u2019s true.<\/p>\n

Here\u2019s the thing. You need someone who can lead and manage the organization as it is today and build it to where you believe it needs to go.<\/p>\n

Your inclination will be on the tactical; to see who checks off the most boxes in some way, shape or form:<\/p>\n