Leadership transitions provide non-profits with the opportunity to re-examine their mission, vision and purpose. Even if the non-profit has functioned well under the outgoing executive, it is important for the Board to engage in “self-assessment” because onboarding a new leader will enable the non-profit to move into the future which will require the new executive to bring different skills and experience to the table.

Appoint an Interim Executive Director: Concurrently with the implementation of the hiring plan, the Board needs to appoint an Interim Executive Director to oversee the day-to-day operations and administration of the organization.  The Board also should use this period to address any problematic issues, including staffing, to ensure that the new executive will be joining a well-run organization.  The Interim ED can be appointed from internal staff or hired from outside the non-profit.  If the Board decides to appoint a staff member to serve as the Interim ED, the Board should determine, in advance, whether or not the Interim ED can apply for the permanent position.   

The Interim ED also can be hired from outside the non-profit through a consulting firm like Danosky & Associates.  Danosky & Associates can provide these services to non-profits and assist in the development and implementation of the hiring plan.  The advantage to hiring an outside Interim ED is that the outsider can be empowered to undertake a “spring cleaning” of the organization and resolve any existing problems, updating employee or operational manuals, and implementing programs and projects already planned in addition to overseeing the day-to-day operations of the organization.  Using the Interim ED to resolve any difficult staffing issues ensures that the executive will not have to resolve these issues early in their tenure. The goal is for the new Executive Director to join an efficient, well-run non-profit. 

The departure of a long-serving Executive Director may result in other key staff departures such as the Chief Financial or Chief Operating Officer or Development Director.  The Board should be prepared for this eventuality.  Hiring an Interim ED through a consulting firm, such as Danosky & Associates, can help the Board navigate these additional staffing departures.

Requiring new executives to address long-standing organizational problems often impedes their ability to be successful in the long term.  The goal of hiring an Interim ED is to ensure that the new executive will be able to use their “honeymoon” period to learn the ins and outs of the non-profit:  its culture, shadow staff to learn their jobs, meet Board members, donors and other key stakeholders and gain an understanding of the organization in order to develop a plan for its future needs.

Let us know if we here at Danosky & Associates can assist you in your leadership transitions.

Newsletters, direct mail appeals, telemarketing campaigns, annual galas, golf tournaments, auction bid sheets, board appeals, grant deadlines, budgets, reports, social media posts, acknowledgments, end-of-year projections, legacy society, major donor visits, staff reviews, and board assessments!

As a non-profit executive, this is what you contend with every day. How many times have you asked yourself, “How are we ever going to get all of this accomplished while ensuring that we raise enough money to keep programs funded, meet payroll, and keep the lights on?” Not to mention plan for the future so that your organization continues to evolve and grow to meet the changing needs of the community that you serve.

Now imagine adding to the above list! You need to come up with a strategic plan that keeps your mission viable into the future. You have an opportunity to purchase the perfect building to accommodate your growing staff or to add new programs, or you need to take a deep dive into evaluating the effectiveness of your board.

Can your senior leadership team and development staff effectively manage something as important as a strategic plan, multi-year capital campaign, creation of a comprehensive development plan, or board assessment while ensuring that the day-to-day activities of the organization continue in an impactful way?

After 27 years in the trenches as a development professional, I can tell you from my experience that hiring a seasoned, trusted consultant with a long track-record of success is a sound investment in your organization’s future and ensures a high probability for success.

I’ve been with organizations that have tried to do strategic planning and even capital campaigns without the guidance of an experienced consultant, and it did not go well. Important steps were skipped, short cuts were taken and frankly, senior staff and board members alike simply did not have the expertise to successfully undertake these important initiatives while also managing the daily demands of their job. Staff were burned out; other tasks were being neglected and the results did not meet projections which made everyone feel like their hard work was in vain.

I’ve also witnessed what happens when you hire a consultant strictly based on a lower fee versus experience. It was a nightmare. The direction was poor. The focus kept shifting and they weren’t capable of keeping staff on task. It felt scattered and misdirected, and the end result was a weak strategic plan that was only partially carried out.

If your organization is considering a strategic plan, a capital campaign, a reworked development plan or board assessment, please also consider the merits of interviewing experienced consultants who will help your organization be successful. The return on investment evaluating and hiring the right consultant will be time and money well-spent!

I have been a consultant for over 15 years.  Prior to that, I was someone who would hire and work with consultants from time to time.  When I made the transition from in-house “expert” to one who provided expertise from the outside – I considered long and hard what kind of consultant I wanted to be – and what consultants I most preferred to work with.

I have found that the best consulting outcomes are with people who you come to trust – whether you approach it as an “insider” or “outsider”.  You hire a consultant for their expertise and knowledge – and once you hire them, you build a trust that gives you confidence in the advice and guidance they are giving you.  Trust and chemistry are very important. Therefore, getting to know each other is important — and so is the consultant getting to know your organization.

The process of hiring a consultant can be challenging.  Often there is an initial conversation. You might prepare an RFP – or you might request a proposal from the consultant.  That written proposal provides you the opportunity to explore the consultant’s knowledge of the subject matter and insight into how they will approach your project.  Then there is the interview – frequently including members of your board and reference checks.  This is where you glimpse a little bit more about the consultant and how well you might work with her/him/them.  Frequently, you may seek a consultant you have heard about and you might even have had occasion to meet in other settings, which gives you a bit more of an understanding of how the relationship may work.  The process may not be ideal – what is?  But it is a process through which you ultimately decide. 

I have found the best consulting experience is when mutual expectations are discussed and the process for meeting those expectations are well understood.  Depending on the project – we usually like to have regular meetings where we check in.  Those are particularly useful in fundraising consultations.  Strategic plans or governance work often requires quite a bit of information and data gathering – so the initial work is in reviewing and analyzing the data – though “check-ins” to validate findings or discuss differences is usually helpful.

It is essential that the consultant is told all the information surrounding the work they are doing.  At Danosky & Associates our practice is to state the confidential nature of the relationship right in our proposal.  We do that so that you have full assurance that any and all proprietary information will remain that way. Sometimes we’ve had clients who have not shared relevant information or we inadvertently learn of something after the fact.  Share information confidently, knowing that your consultant is a trusted advisor and a valuable partner – a partner who is on your side.

I do think if you hire and trust your consultant – it’s also wise to take their consultation.  Occasionally, we run into an instance where someone argues against what we are recommending or expects a different process.  Questions, discussions and open dialogue are absolutely part of the process.  It’s important to remember, though, that you chose to hire this consultant not for their personality, but because of their knowledge and expertise.  Most consultants have amassed significant knowledge and also have years of experience on the specific subject matter you are addressing.  What they are advising is not based on their personal preference – but what the evidence, best practices and professional experience has shown.   

Bottom line – the consulting relationship is a partnership.  When it works well – it works really well and can be so energizing and rewarding for everyone.