How to Engage Staff during a Nonprofit Executive Director Search

by Anna Stone
Senior Search Consultant, The Moran Company
“We Find Great Nonprofit Leaders”

In a previous blog, we discussed whether it makes sense to include staff members in the search process for the next Executive Director of their nonprofit organization or association. Although there can be pros and cons to adding this extra layer of logistics and opinions, the input and feedback that staff members provide can be extremely valuable. As plans for the search process are getting underway, it’s important for the Search Committee to decide if and how they want to engage staff in the process. It’s worth it to take the time to find the right balance for staff to participate in the search process so they have a strong voice – but do not serve in a formal decision-making capacity.

The key is to have a clear plan. We partner closely with nonprofit organizations and associations to engage a variety of stakeholders including staff members during our searches. Based on our experience, we’ve put together some ideas and recommendations about how best to include staff in the process.

Opportunities for Staff Participation during an Executive Director Search 

1. Information Sharing

• Devise a plan to share information about the search process and timeline with staff members. This might be done through some sort of group communication such as email or through a more personal approach. The Search Committee will want to consider the circumstances surrounding the departure of the current CEO and the impact that has on staff. The employees will be able to focus on their duties much better if they know what to expect from the search process and what role they may play.

• Send surveys to managers or all employees: This approach is quick, easy, and confidential. Results provide collective as well as individual insights. As part of our process, we typically send a survey to Board and staff prior to the start of our recruitment in order to inform our search strategies. We ask about what challenges or opportunities their next leader might face, and what attributes they think would be needed for someone to succeed in the Executive Director role at their organization.

• Have face-to-face conversations with individual staff members or groups. This helps the search firm and/or Board members gain perspective about the organization. At The Moran Company, we often engage staff in conversations as part of our on-site orientation visits. It’s important for employees to be able to provide feedback in a safe environment. A search firm or member of the Search Committee can help with this.
• Share agreed upon qualifications or position profile with staff members so they are aware of the desired traits and expectations of the new hire. This is helpful because it can serve as a lens for them to consider both internal candidates and possible referral candidates. During the initial phase of our search process, we take extra time to partner with the Search Committee to develop a specific position profile, which is more detailed than a job description and serves as a core touchstone throughout the search. Everyone agrees to the criteria that have been selected to embody the ideal candidate. The person who best meets the qualifications and attributes set forth will be hired.

2. Recruitment and Referrals

• Employees in the field can share helpful ideas about where to advertise. They might know about the best online job boards or even be able to share the opportunity through their own personal networks.

• Staff members can be invited to apply for the position or refer external applicants. They might be ready for more responsibility or could have insider information about which of their colleagues would make great candidates. When The Moran Company conducts a search, all internal and external applications are processed through us and considered equally.

3. Interaction with Finalists

• Offer the opportunity for staff to meet final candidates in an informal way to see how they interact with each other. This can be helpful for all parties involved. Because all final candidates at this stage should meet the qualifications needed to be successful in the role, it can be eye-opening to get a deeper look at how each might fit together with existing staff and the overall culture of the organization. This intangible “fit” can be the difference between a new hire staying 2 years or 10 years. Here are several ideas for activities:
  • Informal meet-and-greet over coffee. This could be an open invitation to all staff or a select group, such as designated representatives from each department or even just leadership staff.
  • Structured meeting with set questions for each candidate to come from staff. In many instances, this works well as an ice-breaker since it can be difficult to get staff talking at first. Always leave room for the candidate to ask questions of staff, as well.
  • Video conferences. Technology can be incorporated into any of the previously described formats. Some additional facilitation may be necessary. A search firm or member of the Search Committee can act as a facilitator in these cases.

How the Board ultimately defines roles, creates opportunities for engagement, and guides an organization through any leadership transition can help employees have faith in the new hire. It is simply important for staff members to understand from the start that they are not voting members of a Search Committee. The Board will make the final hiring decision when it comes to an Executive Director but will ask for valuable staff input. If a clear plan is communicated and followed, then the stage will be set for the successful identification and smooth onboarding of their new leader. If you would like assistance with your next nonprofit executive search, please contact us for a free 30-minute consultation to see how we can help.

© 2019 The Moran Company, “We find great nonprofit leaders.” We specialize in searches for nonprofit executive directors, directors of development/fundraising staff, and other top nonprofit leadership. www.morancompany.com