I recently worked with a nonprofit organization on its strategic plan. Their goals included funding, programs, board development, public relations and human resources. I was glad succession planning for the executive director position made the list. Unfortunately, many companies do not have a policy in place for unplanned leaves or replacement of their senior leader, even though it is a risk management strategy and an essential part of the board’s work.  

This organization had already decided to hire a recruiting firm when the time comes. However, what if the fit isn’t right or the money available for the position isn’t sufficient? The board is left scrambling to fill the role. Like other positions, the executive director should be expected to mentor a staff member into fulfilling her job duties.

The next question is, “Who should it be?”  Wouldn’t it make sense that it be the “right hand” staff to the leader? Not likely for these reasons:

1. It’s probable that person is close in age to the executive director and will be retiring within the next few years and frequent turnover negatively impacts operations. When I stepped into the executive director role, I was told by a fellow leader that it takes about seven to eight years to appreciate the job. It didn’t make sense at the time, but after being in the role for 15 years, I realized what she meant. It’s a big job, and when the organization relies on government funding, there are periods of growth, stabilization, and downsizing. Interestingly it takes about seven years to complete a cycle. To have consistent leadership is critical to sustainability and stakeholder trust.

2. You’ve heard the saying, “Great minds think alike.”  It’s not always true. In fact, having like-minded people working together can decrease the quality of decision-making. The diversity of thought ensures critical thinking, questioning, and testing of reality which ultimately produces a better outcome. Therefore, it is beneficial to have someone step into the role who is somewhat distant from the current leadership.

I suggest a 25 to 35-year-old who has the right attitude, passion, and capacity to learn. Gen Y’s are our future leaders and hold essential values for overseeing nonprofit organizations — such as acceptance of others, teamwork, social justice, balance, and loyalty. However, they need mentors who will give them the opportunity to discover their potential their way. 

“One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.” — John C. Maxwell