Leadership transition is both a challenge and an opportunity. The board of trustees is responsible for guiding an organization through this delicate process. This panel provides insights and suggestions that trustees, management/administrators, and staff will find valuable during a transition process. The presentation focuses on two different leadership transitions—each one using vastly different methods, and both very successful! Moderator: Rob Sidner, Director, Mingei International Museum Presenters: Mary Baily Wieler, President, Museum Trustee Association; Vice-President of the Board, Walters Art Museum Maureen Pecht King, Chairman, Museum Trustee Association; Trustee and former Board Chairman, Mingei International Museum Laurie L. Nash, Russell Reynolds

1. Moderator: Rob Sidner
Mary Baily Wieler, MTA President
Maureen Pecht King, Mingei Int’l Museum
Laurie L. Nash, Russell Reynolds

2. A proposed timeline that would be modified once we learn the Search Committee’s preferences.
Phase Action Timing
Phase 1:
Kick-off &
Due Diligence
• Site Visit: RRA meets with the Search Committee & other stakeholders, including:
Trustees, senior staff, etc.
July
Week 1
• Feedback to Selection Committee from consultations
• Development of Position Specification
• Creation of dedicated email address for applications
July
Week 3
Phase 2:
RRA in the Market
• Advertisements posted online (if requested)
• Sourcing
• Prospect identification
July
Week 4
• Continued sourcing & prospect identification
• Bi-weekly status calls with the Search Committee commence
• Prospects interviewed by RRA
August
Weeks 1-4
Phase 3:
Candidate
Identification,
Interviews, &
Referencing
• Bio Review: RRA briefs Search Committee on potential candidates
• Search Committee identifies 6-10 candidates for First Round Interviews
September
Week 4
• Search Committee conducts First Round Interviews with RRA (over 2 consecutive days)
October
Week 3
• Referencing: RRA takes 360° references on candidates
October
Weeks 3-4
• Search Committee conducts Second Round Interviews (probable campus visits, format TBD)
• Further referencing
November
Week 2
Phase 4:
Offer &
Negotiations
• Preferred candidate selected and offer made
• Offer negotiation and acceptance
November-
December
• Board approval
• Announcement of appointment December

3. J
U
NE
Thursday-Friday
6/28-29
RRA Site Visit
• Search Committee Kick-Off
Meeting
• Staff Due Diligence Meetings
J
UL
Y
Weeks 1-3
RRA Due Diligence & Crafting the Position
Specification
• Telephone conversations with
Board Members
• Position Specification developed
Wednesday, 7/25
10-11 AM EDT
Search Committee Conference Call
• Feedback from Staff & Trustee
conversations
• Outline of Search Strategy
• Position Specification Finalized
A
U
GUS
T
Tuesday, 8/14
2-3 PM EDT
Thursday, 8/30
4-5 PM EDT
RRA in the market; Biweekly Status Calls
• Review of search progress to date
• Review of market feedback and
key findings
• Discussions of evolving candidates
S
E
P
TE
MBE
R
Thursday, 9/13
4-5 PM EDT
Tuesday, 9/25
2-3 PM EDT
RRA in the market; Biweekly Status Calls
• Review of search progress to date
• Review of market feedback and
key findings
• Discussions of evolving candidates
OCT
OBE
R
Tuesday, 10/9
10 AM-1 PM
Bio Review: Committee Meeting to Determine
Interview Slate
• RRA briefs client on potential
candidates
• Client identifies 6-8 candidates
for first round interviews
Thursday, 10/25
4-5 PM EDT
Search Committee Conference Call
• Prep for First Round interviews
Monday-Tuesday
10/29-30
FIRST ROUND INTERVIEWS
• Two consecutive days
• Selection of 3 candidates to move
to Second Round Interviews
N
OVE
MBE
R
Tuesday, 11/13
2-3 PM EDT
Search Committee Conference Call
• Prep for second round interviews
Wednesday-Friday
11/28-30
SECOND ROUND INTERVIEWS
• Interviews over the course of
multiple days
• Meetings with the Committee and
potential other events
• Selection of finalist candidate
Week 4
and beyond
Final Referencing & Negotiation
Offer extended; Contract signed
Announcement of Appointment

4. } The Composition of Your Search Committee Matters; Make sure it
reflects the Museum you want to be
} Use networks such as MTA to help identify an Executive Search firm and
Trustees to use as references
} Staff, Stakeholders and Board fear change; involve them as much as
possible in Institutional Assessment phase
} Be Open Minded; Create a broader Position Description to ensure a wider
candidate search
} Consistent but Limited Communication to Board ,Stakeholders and Staff
during Search stage is crucial
} Confidentiality is Everything
} Expect the Unexpected; Remain Flexible
} Remember as a member of the Search Co. you are always selling to
potential Candidates
} Form a Transition Team comprised of non-Search Co. Members
} Honor the past, Organize for The Future