6 Steps To An Executive Succession Process

The nonprofit sector is still aflutter with concerns about the departure of senior management and the need to fill the gap.

Speaking during the American Institute of CPAs (AICPA) Not-For-Profit Industry Conference, Joan Pastor of JPA International, Inc. said that succession planning should not start just as leaders are halfway out the door but well in advance. Further, succession planning and development must be part of an organization’s culture.

Pastor highlighted the following:

* Single out and interview potential candidates early on. Ideally, interviews with potential candidates have been occurring once a year tied to personal career development goals.
* Create “retention” templates: a structured interview on “paper” to refer back to early. The goal is always a mutually beneficial “job fit”; if it’s the right advancement for the individual and right for the nonprofit.
* The 360-degree assessments help a great deal: Management Assessment Mapping. Executives have to develop strengths and weaknesses. When can a strong plan be put into place to help develop weak areas?
* The onboarding/grooming process. Once a candidate is being seriously considered or selected, a whole new onboarding process begins.
* Grooming can be 10 years, two years or six months, but it should begin as soon as it is determined the person is a serious candidate.
* A no-nonsense action plan is developed.