The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.

1. Bring your tent, your compass, and a
large sleeping bag
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2.  Contracts
 Salary Negotiations
 Succession Planning
 Planned, unplanned
 Policies
 Bus Book
 Interim Replacements
 Search
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3. Give yourself (and your association) a necessary shelter
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4.  Clarifies the role and the authority of the AE.
 Details the termination (benefits, other obligations)
 Exec level is not the same as staff—the lower the level of
employee, the less a contract is needed
 Prevents the tyranny of the minority
 Is the basis of performance measures of the AE
 Helps leaders understand the relationship of AE to organization.

5.  Provide employment security and protection for an executive in a constantly
changing employment atmosphere. (Severance Pay Costs)
 Ensure financial security by providing adequate severance in the event of
termination and allow the executive to seek new employment.
 Provide for any specific items needed by the employee to adequately perform his
or her job functions.
 Define benefits and bonuses that may exceed those provided to other association
employees.
 Clearly define responsibilities and relationships with the board and leadership.
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6.  Reduces risk of lawsuits in a termination, because
procedure has been spelled out
 An asset because it lessens the disruption
 Can serve as a basis for litigation from either side
 Both sides generally agree and abide by the contract
 Leaders and execs understand their roles

7. Negotiate your way through the forest
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8.  Obtain a contract at the employment negotiation process (or
choose your time carefully)
 Look at the contract as an evolving process. Each contract
period, revisit salary, benefits, retirement, perks)
 Create the first draft (at your expense)
 Get an attorney review
 Take the initiative in performance review
 Evergreen renewal. Include advance notice for re-negotiation.
 Spell out bonus provisions; make sure they can be measured.
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9.  Commit to
negotiating
 Research salary data
 Remove the emotion
 Anticipate the
opposition.
 Negotiate as if it's for
someone else
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10. A tool for everyone to use
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11.  Be professional in appearance and action
 Cultivate your image: you aren’t one of ‘them’.
You have a separate profession.
 Get professional designations in association
management
 Market yourself (reports about meetings and
conventions, manager’s report to Board and
membership, Board and Committee meetings)
 Create an atmosphere of competence and
expertise
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12. Or, What to do
When the Phone Rings at Midnight
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13. I have to resign my job as your CEO. Immediately. I won’t be in
tomorrow.
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14.  Planned  Unplanned
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15. The Board of Directors must act
Quickly and
Confidently
to preserve the organization!
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16. Preparation Preparation Preparation
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18. Go on record: the Board
is committed to a
smooth and orderly
transition in the best
interest of the
organization.
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19. Develop and approve a
checklist of
procedures. Store in
a readily available
place.
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20. The Board of Directors
should approve the job
description for the top staff
person on an ANNUAL
basis. Job descriptions
change. Keep it current.
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21.  From the perspective as a Board member, does the job
description reflect what you think the Executive Officer
should be doing?
 Are there responsibilities that you think should be
eliminated, changed or updated?
 Are there new ones that should be added?
 Are the current hours of work, benefits, work
supervision, dress code and terms of employment
appropriate?
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22. Compile the Succession
Book. Review it
annually. Keep it up to
date. Make sure
everyone knows where
it is!
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24. The Temporary Successor
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25. Who can open
the door and
answer the
phone? Write
the checks? Be
up and
running in 3
days or less?
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26.  Who has authority to appoint the Interim?
 What is the acceptable time frame?
 Is there a candidate now for that position? If so,
do we have emergency contact information?
 Do we have any additional expenses covered in
a reserved fund?
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28.  Minimize
confusion
 Move ahead
with
confidence
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29.  Accounting/financial
 Public speaking management
 Self-starter, takes  Good communication
initiative skills
 Honesty & integrity  Good writing skills
 Business/management  Program management
experience  Works well with people
 Volunteer Management  Organized -
Skills Punctual
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30.  Board of Directors?
 Executive Committee?
 Special Search
Committee?
 Who will be on it?
 What’s the Budget?
 Will we hire a search
professional?
 Are you familiar with
the NAR assistance
program?
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31.  Professional
Consultant?
 Pay for Interview
Expenses?
 Operations budget for
the Search
Committee?
 Overhead Expense?
 Put the projected budget
in writing!
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32. • Know what you’re
paying now.
• Know what the
competitive
marketplace is offering.
• Revise this regularly
• Include every thing:
wages benefits, moving
costs, car allowance,
insurance, other perks.
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33. Who Who
Who Who
Negotiates Makes the
Conducts Authorizes
the Final
the Search? Expenses?
Contract? Approval?
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35. Governing Documents
•Bylaws, Articles of Incorporation,
Charter
Tax Documents
•Letter of Determination, 990s,
Employer ID number, Sales Tax
Exemption Certificates
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36. Financial Institutions List
•Latest Check Signing Resolutions and
Instructions on how to change them
Contact List
•Who to contact and how, including
media
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37. Locations of Important Files
• Membership Records, Blank Checks, Bank
Statements and records
Records of Passwords for Secured
Sites
• Online banking, vendors
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38. Staff Organization Chart
• Including what the Organization chart
would look like should the chief staff
person leave….
Latest Copies of the Strategic Plan
• Updates to the Strategic Plan, and Current
annual work plan
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39.  Dates for major events and programs
 Annual Meeting Date
 Budget Date
 Fiscal Year
 Elections
 Employee Reviews
 Tax Reporting
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40.  Succession planning should not be rushed. It is
much better to have discussions about
executive succession in the cool reason of a
planning session than in the heat of an
executive crisis.
 Succession planning is an opportunity for the
Board to inventory its current direction and
strategize the organization’s future.
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41. Strategic Planning
Capacity Assessments
Leadership Training
Individual Coaching for AEs and Leaders
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