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Leadership Succession Session2



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Leadership Succession Session2

  1. 1. Surviving and Thriving during Times of Change Instructor: Alene Valkanas Session Two Anticipating the future to stay strong ArtsForward Leadership Training Webinar & Blog Series This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
  2. 2. 2 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
  3. 3. 3 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
  4. 4. 4 What did we learn?
  5. 5. 5 When do you begin succession planning? Right Now!
  6. 6. 6 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
  7. 7. 7 Where can I find help? • Illinois Arts Alliance Has publications on succession planning for arts organizations including a handbook for interim executive directors • Compass Point Provides similar planning materials
  8. 8. 8 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
  9. 9. 9 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
  10. 10. The Primacy of Strategic Planning 10
  11. 11. 11 For the Executive Director
  13. 13. 13 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
  14. 14. 14 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:
  15. 15. 15 Check list for All Types of Emergency Succession Plans Succession Plan approved by executive Signatories Board chair, exec. committee and full board and director, and acting exec. director reviewed annually and appointees designated Organizational Charts Two charts reflecting current lines of authority and staffing and Copies of the Emergency Succession reporting changes in absence of Plan along with corresponding exec. director documentation shall be maintained by the board chair, exec. director and acting exec. director, human resources department and organization’s attorney Important Organizational Information Complete the inventory and attach to document with current list of board of directors
  16. 16. 16 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
  17. 17. 17 Defined Departure Nuts & Bolts of Defined Departure Planning
  18. 18. 18 Nuts & Bolts Departure Planning continued… 1. Identify the agency’s broad strategic directions in next 3 to 5 years 2. Solidify the management team in light of the agency vulnerabilities and skills 3. Build the board’s leadership abilities 4. Back up key executive relationships 5. Put finances in order 6. Build financial reserves 7. Agree on the parameters of ED’s emeritus role if one is set
  19. 19. 19 Join the conversations on the NYS ARTS Blog Next session: July 7 Essential steps to assure a smooth transition