“Should I Stay or Should I Go?” – Advice and Reflections from Retiring Nonprofit Executive Directors

Compiled by Laurie Minx and Mary Ontko
The Moran Company
“We Find Great Nonprofit Executives”

Many longtime nonprofit leaders ask themselves a very important question as they consider plans for their eventual retirements or leadership transitions, specifically: “Should I Stay or Should I Go?” Of course, there is no single answer. It depends on the situation of each individual and organization, so careful reflection is needed.

Identifying the right time to make such a significant personal and professional change can be difficult to discern, even during times of stability. It can become even more challenging during times of instability – such as the global pandemic – when most nonprofits already have had to navigate so many other unexpected uncertainties outside of a leadership change.

In 2020, The Moran Company led recruiting efforts for a number of respected agencies with longtime executive directors who were preparing to retire – even in the midst of COVID-19. Some had started their succession planning well in advance with the goal of ensuring a smooth leadership transition over a longer period. Others revisited their shorter timelines to ensure departure would not add to the disruption of staff and services on top of the global pandemic.

We have compiled feedback from a few retiring executives with whom we worked closely as part of our search process. They were asked, “What advice would you give a longtime nonprofit leader who is trying to decide whether to take the leap of retiring or transitioning out of their role, especially during a time like this?” Below are their reflections.

From Alison Malinowski Sunday, retired executive director of Lafayette House in Joplin, MO:

“I had planned my retirement for at least a year prior to submitting my resignation in December 2019 to be effective by July 1, 2020. I was committed to making the leadership change with minimal impact on programs, services and agency operations. By early April 2020, it was clear that the pandemic would be affecting operations including employees, those we serve, leadership, facilities, and funding for the foreseeable future. When I considered if I should rescind my resignation or at least delay my departure, I considered each of those areas. As I reviewed them, two items became clear:

1) We had in place a strong and experienced board and staff leadership. This had not changed, and I felt both board and administrative staff had the commitment to the mission and services needed to navigate this unique and challenging time. 

2) We had funding in place to keep operations on track for at least a year, and as grants and service contracts renewed, they offered opportunities for funds to address the impact of the pandemic on operations. New program operating procedures were likely to be needed to adapt for this new operating environment.

I was not sure I had the (physical or psychic) energy needed to create and oversee the implementation of these new procedures. It seemed to me that proceeding with my retirement was actually positive for the agency given this situation because it would create space for new leadership with new energy and ideas. I feel that the work your firm did to help us recruit and hire our next executive director was instrumental in our successful transition and to best position the agency to not only weather the pandemic storm but to establish new best practices and operations for a community changed during this event.”

From Mike Brose, retiring executive director of Mental Health Association Oklahoma in Tulsa, OK:

“Everyone’s situation is different. My resignation (retirement) and planned transition out of my position of 27 years occurred prior to the pandemic. Would I have delayed it if I knew the organization was going to deal with a pandemic in the middle of my transition? Not sure. Fortunately, the process was drawn out intentionally, which actually gave me a chance to be involved in the pandemic response for several months until we had our protocols in place, which really helped the whole leadership team and the whole of the organization.

“The key, I think, is the process. I have known for a long time I didn’t want to have the transition occur like I have witnessed in other organizations, and the often not so favorable outcomes. First and foremost, I didn’t want to be the guy who is the last one to realize it is past time and long overdue. I also didn’t want to have to leave due to a health or mental health crisis. I also realized I was ready to slow down and maybe do some other things drawing on my 40 years of social work practice experience. Teaching, consulting, and practicing with clients, maintaining my license to practice. I also knew it was important to allow the board to have a thorough process and to take the time to find someone they felt was a person who could follow me and be successful without any noticeable drop off in the transition.”

Bill Hodge GISP, retiring executive director of GIS Certification Institute in Chicago, IL:

“An executive director should be constantly assessing her priorities and capabilities and weighing them against the short-term and long-term vision of the organization. At some point it is almost inevitable that the two paths, your and theirs will diverge, and that is the time for a responsible individual to depart. 

By all means, do so in an orderly fashion, and I hope you already have/had a plan of succession in place to be ready for those unexpected shifts in direction, as bringing the organization to a specific place in its growth path is only part of the story. If you are doing your job correctly with the proper leadership, you will leave them in good hands with the ability to continue to grow and develop.”

As these leaders note, retiring often can open the door to a needed infusion of new ideas and energy. By partnering with The Moran Company, a nationally recognized nonprofit executive search firm, their organizations could rest assured that they would have a top quality new executive director to take up leadership reins. If your nonprofit is anticipating an upcoming leadership transition, or if you are an Executive Director considering retirement, contact us today to learn more about how we can help.

© 2020  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. www.morancompany.com