This is a list of questions to consider when a staff member leaves, or is about to be asked to leave.
- Does the board have leadership succession as a regular part of strategic planning?
- Does the board make it a regular practice to evaluate staff, matching accomplishments against projected goals?
- Is there a line item in the budget associated with changes in staff?
- Do you maintain records of each staff search? (These documents are useful for streamlining the process and developing the materials required.)
- Was the change in leadership determined by mutual agreement? Was the staff departure a board decision or a decision by the staff member?
- Did the staff member leave for a better opportunity? If yes, what made it a better opportunity?
- What is the tenure of the outgoing staff member? What about his/her recent predecessors?
- What is the organization’s history in terms of leadership transitions? If there a pattern of short tenures, the board should see this as a sign of trouble and should not consider it routine. The trouble points will need to be identified and remedied prior to engaging a new staff member.
- Does everyone on the board search committee consider the appointment of the new director as the most important thing the board does? If not, they should step down.
- When is the staff member leaving? Will interim staff be required to realistically complete a search? Is there a plan for a thorough exit interview and job description analysis? The exit interview should include an evaluation of the board from the director’s point of view.
- Will there be an opportunity for cross-training before departing?
- How will this staff transition appear to organization funders and stakeholders?
- How will this staff transition appear to the rest of the staff?
- Who will be the spokesperson for the organization during the time of transition?
- Who will be the liaison between the board and the staff?
