Leadership Succession Session2
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Leadership Succession Session2

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Leadership Succession Session2 Leadership Succession Session2 Presentation Transcript

  • NYS ARTS presents ArtsForward Leadership Training Webinar & Blog Series Leadership & Succession In the Arts Instructor: Alene Valkanas Session Two Preparing for Change: A Transition Guide This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
  • Preparing for Change:
    • A Transition Guide
  • Why did the Illinois Arts Alliance undertake major research on succession?
    • What we noticed -
    • We’re getting older
    • 3 S’s -- Taboo subjects for discussion
      • Sex
      • Salary
      • Succession
    • A 2001 national conference – no comment on succession
    • Ungraceful public departures of nonprofit leaders
    • Volunteer boards avoid topic – fear of uncertainty
  • We found a partner in The Chicago Community Trust
    • Literature search found no materials designed for arts nonprofits and few for nonprofits
    • Thus began several years of research including surveys of executive directors and emerging leaders with University of Chicago, Center for Cultural Policy
  • What did we learn?
  • When do you begin succession planning? Right Now!
  • What should we do?
    • Make succession a visible issue
    • Deepen and broaden the pool of leaders
    • Attract and retain more young people of greater diversity
    • Provide planning resources for board and staff leaders
  • Where can I find help?
    • Illinois Arts Alliance www.artsalliance.org
      • Has publications on succession planning for arts organizations including a handbook for interim executive directors
    • Compass Point www.compasspoint.org
      • Provides similar planning materials
  • Your organization belongs to the Board – Theirs is a Sacred Trust
    • Raising the question is the board’s responsibility
    • Succession planning should be part of strategic planning
    • Use the annual review as opportunity to plan
    • Include board development and transition in discussions
    • Create transition committee and identify charge
  • Laying the Foundation for Transition
    • Create a culture of evaluation
    • Have up-to-date job descriptions
    • Make management development a priority
    • Plan for a transfer of knowledge
    • Make a dry run
  • The Primacy of Strategic Planning
  • For the Executive Director
  • Three Approaches to Succession Planning
    • STRATEGIC LEADERSHIP DEVELOPMENT
    • EMERGENCY SUCCESSION PLANNING
    • DEFINED DEPARTURE PLANNING
  • Strategic Leadership Development
    • Developing Leaders Within
      • Determine the leadership competencies necessary to fulfill mission
      • Assure
        • Job descriptions and evaluations are current
        • Professional development opportunities provided
        • Coaching and mentoring available
  • Emergency Succession Planning
    • Clarify the executive director’s key responsibilities for an:
            • Unplanned Absence
            • Planned Absence
    • Get Emergency Succession Plan approval
    • Maintain important organizational knowledge
    • Have a communication plan in place to include board, staff and stakeholders: funders, civic leaders, major donors
    Template: www.centerfornonprofitadvancement.org
  • Check list for All Types of Emergency Succession Plans
  • In Summary…
    • A good organization is ever mindful of succession and…
    • Assesses the organization’s situation through strategic planning and board development
    • Assesses ongoing and future leadership needs
    • Creates a culture of evaluation and
    • Strategically builds a “leaderful” organization
    • Develops contingency plans for unexpected leadership departures
    • Has an emergency succession plan in place
    • Consolidates all of the organization’s vital information
  • Defined Departure Nuts & Bolts of Defined Departure Planning www.commpasspoint.org
  • Nuts & Bolts Departure Planning continued…
    • Identify the agency’s broad strategic directions in next 3 to 5 years
    • Solidify the management team in light of the agency vulnerabilities and skills
    • Build the board’s leadership abilities
    • Back up key executive relationships
    • Put finances in order
    • Build financial reserves
    • Agree on the parameters of ED’s emeritus role if one is set