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business
the leadership experience

Questions and Answers of The Leadership Experience

=+ Providing a vision of the future?Identifying desired qualities needed in a successor?
=+6. If yes, in what ways can the outgoing executive director assist in the identification of a successor?
=+ Is the relationship such that the board feels comfortable making the request?
=+5. Is it appropriate to ask the outgoing executive director for assistance in the search for his or her successor?
=+appropriate leadership during a possible transitional period between an outgoing and incoming executive director?
=+4. Has a proper interim administrative structure been set up to ensure
=+ If not, can anything be done to encourage more time before his or her departure?
=+3. Has the outgoing executive director provided a reasonable amount of notice?
=+ Are there any processes in place to nurture them for possible future leadership?
=+2. Are there any staff members who could conceivably be future executive directors in the organization?
=+ Is there a succession plan in place?
=+1. How well-equipped is the board to identify and recruit a new executive director?
=+6. Are there ways that important decisions can be vetted early, prior to the time they are voted on by the full board, to ensure that they will not be held up?
=+ If so, is it made clear to them that their role is advisory only?
=+knowledge and interest about an area to have an opportunity to express their views and make suggestions?
=+5. Is there a committee structure that allows trustees who have in-depth
=+4. Is there an experienced and skilled president (or other trustee) who can help remind those who are acting as shadow staff that this is not an appropriate trustee role?
=+ Is there a mechanism by which the executive director can safely and privately raise concerns about the problem?
=+3. Are board members who are knowledgeable about programs and activities too involved in day-to-day decisions?
=+2. Have the president and the executive director had an opportunity to speak frankly about getting more balance on the board, and is there a mechanism for doing so?
=+1. How well are the four “w’s” (wealth, workers, worriers, and wisdom)represented on the board?
=+6. What are the main talking points as trustees and the executive director talk to board prospects about governance responsibilities in the organization?
=+5. Is there a glide path for volunteers (including board members) who are not comfortable with change, helping them transition to new roles?
=+ Who is primarily responsible for reeducating them about what will be required of them in the future?
=+ Has organizational growth shifted their roles?
=+4. How fully cognizant are the trustees of their governance responsibilities?
=+3. What support will the board provide to help an executive director professionalize the staff of a growing organization, replacing volunteers with paid staff?
=+ How can an existing volunteer leader be helpful without being intrusive, while ultimately stepping aside?
=+2. What steps must take place for a first-time executive director to be successful?
=+What key indicators would signal that one is needed?
=+1. Is the organization too small for an executive director at this time?
=+ How active can the executive director be in this process?
=+6. What are the processes by which officers are selected?
=+Can both secure reliable assurances that neither will be quoted without permission?
=+5. How comfortable are the president and executive director in having frank, private conversations about the performance of current trustees and officers?
=+ Is there anyone on the nominating committee who can quietly solicit the executive director’s views, with or without attribution?
=+4. Are there more private ways the executive director can get his or her views taken into account
=+of making suggestions and vetting candidates, even if some of the discussions need to be restricted to trustees only?
=+3. In the case of self-perpetuating boards, are there formal and open ways that the executive director can be invited to participate in the process
=+2. If the appointments to the organization’s board are made by another entity or individual, are there ways that existing board members and the executive director can influence those decisions?
=+ What do the bylaws specify in terms of who is involved in the process?
=+1. What are the official processes for identifying, nominating, and electing new trustees in the organization?
=+How can the executive director be protected in bringing this to the attention of the board and being assured it will be dealt with?
=+6. Are there areas where individual trustees seem to be meddling?
=+ Are there other trustees who can assist?
=+Is he or she someone with sufficient respect and authority to take up the issue with other trustees or the executive director?
=+5. Is the board president someone who is sensitive to the issues surrounding interpersonal partnership?
=+How often are the words “we” and“our” used instead of “I” and “my” in describing organizational roles and responsibilities?
=+4. Conversely, is the executive director able to acknowledge the important role of the trustees?
=+ Do they communicate this in a very public way?
=+of his or her critically important role in making the organization successful?
=+3. Are board members able to convey to the executive director their sense
=+executive director for the board to do its job in this area?
=+2. Is everyone clear about how legal and fiduciary responsibilities will be properly carried out and what information is needed from the
=+1. Is there an orientation process for new trustees that introduces them to their role and that of the executive director and staff?
=+5. Have communication systems been established that can defuse potential problems?
=+ Where are the areas of potential conflict?
=+4. Where are the areas of overlap in the roles of trustees and executive director?
=+ What are the tasks and responsibilities described in the job description?
=+3. How is the role of executive director defined in the organization?
=+2. How well are the key areas of board responsibility covered among existing trustees?
=+ Do they understand their accountability to government and the public?
=+1. Do the trustees understand the nature and obligations of trusteeship in nonprofit corporations?
=+6. Is there a willingness to jointly agree on outside evaluation and monitoring if the system does not seem to be working?
=+ What can be done to fix this problem?
=+5. Does one of the directors command more authority and respect than the other, owing to reputation or area of responsibility?
=+ How can each side have its concerns taken seriously by the other?
=+4. How can the two sides in a bifurcated structure monitor performance of their own executive director and the other?
=+respective portfolios, responsibilities, and limits of each individual’s authority?
=+3. In cases where there is a bifurcated organizational structure with separate executive directors, who is in charge of establishing the
=+ If they aren’t, what is the means for resolving the conflict?
=+2. If two individuals share a single job, is there a mechanism for board monitoring that ensures the system is working and the individuals are getting along?
=+Are job responsibilities clearly stated?
=+1. In cases where the ultimate staff authority is divided, is it clear who is in charge of what?
=+5. Have communication systems been established that can defuse potential problems?
=+Where are the areas of potential conflict?
=+4. Where are the areas of overlap in the roles of trustees and executive director?
=+ What are the tasks and responsibilities described in the job description?
=+3. How is the role of executive director defined in the organization?
=+2. How well are the key areas of board responsibility covered among existing trustees?
=+ Do they understand their accountability to government and the public?
=+1. Do the trustees understand the nature and obligations of trusteeship in nonprofit corporations?
=+ How can the executive director be protected in bringing this to the attention of the board and being assured it will be dealt with?
=+6. Are there areas where individual trustees seem to be meddling?
=+ Are there other trustees who can assist?
=+ Is he or she someone with sufficient respect and authority to take up the issue with other trustees or the executive director?
=+5. Is the president someone who is sensitive to the issues surrounding interpersonal partnership?
=+ How often are the words “we” and“our” used instead of “I” and “my” in describing organizational roles and responsibilities?
=+4. Conversely, is the executive director able to acknowledge the important role of the trustees?
=+Do they communicate this in a very public way?
=+3. Are board members able to convey to the executive director their sense of his or her critically important role in making the organization successful?
=+executive director for the board to do its job in this area?
=+2. Is everyone clear about how legal and fiduciary responsibilities will be properly carried out and what information is needed from the
=+1. Is there an orientation process for new trustees that introduces them to their role and that of the executive director and staff?
=+ How active can the executive director be in this process?
=+6. What are the processes by which officers are selected?
=+ Can both secure reliable assurances that neither will be quoted without permission?
=+5. How comfortable are the president and executive director in having frank, private conversations about the performance of current trustees and officers?
=+ Is there anyone on the nominating committee who can quietly solicit the executive director’s views, with or without attribution?
=+4. Are there more private ways the executive director can get his or her views taken into account?

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