Nothing heralds summer in our community like homecoming of snowbirds. Or the flurry of activity at Plants Unlimited. Or the return of farmers’ markets.

Over the past six months, we have witnessed a large number of nonprofit transitions, particularly at the executive level. AIO Food & Energy Assistance. Camden Public Library. Center for Maine Contemporary Art. Knox County Homeless Coalition. Midcoast Recreation Center. PAWS. Penobscot Bay Regional Chamber of Commerce. Points North. Strand Theatre. Trekkers. United Midcoast Charities. And more. 

Planning for nonprofit executive transitions is like planting seeds in the spring for a bounteous fall harvest. A search process can energize a board to gather new ideas for how to accomplish its charitable mission. It can also help an organization take inventory of where they have needs for unique skills and be proactive in searching for new members to help drive their mission forward. A new executive director can bring fresh skills and networks to bear on the organization’s work.

In turn, the nonprofit organization in transition may attract new donors who are inspired by an aspirational vision or approach. And most importantly, our neighbors who benefit from all the good that a nonprofit does may realize improved outcomes in their lives.

Despite these benefits, navigating change in a nonprofit setting can feel scary. Organizations that have had the same professional leadership for years may feel as though their foundation was knocked out under them. It can take a good year (or two) for a new executive to learn everything about the nonprofit, from operations to processes to donor relationships – especially if they hire ‘from away.’ And discerning donors may take a ’wait and see‘ attitude before making new contributions, cheering for the organization but wanting to see how the new leadership fits in.

With all these factors in play, it is imperative that nonprofit organizations plan for executive transitions – years before they take place. Based on my three decades of service in the nonprofit sector, I would like to offer three tips for maximizing the good parts of transitions while minimizing the riskier parts:

Build a strategic plan for the organization’s long-term sustainability.   

A strategic planning process empowers a nonprofit to articulate its vision, priorities, goals, as well as the activities, metrics, and resources required to accomplish its mission. Effective strategic plans look at least three to five years into the future and answer to articulate a vision, answering the question: where do we want to be at that time? New Hope Midcoast has done a commendable job of raising awareness and mobilizing the community following its strategic planning process.

For more about its effort, visit https://newhopemidcoast.org/about/strategic-plan/. By making the results of their planning process public, they have invited the community and various stakeholders to share in their plan, contribute to its success, and feel welcome to engage with them as volunteers, board members, and partners.

Articulate a succession plan beyond a list of what the executive director does.

There are many reasons why executive directors leave. They may retire. Their partner may have a great professional opportunity that takes their family out of state. They may need some time to take care of their health or care for loved ones. Or they may no longer be a good fit for where the organization is going. All these circumstances compel nonprofits to have an articulated plan for what happens during a time of change.

Will there be time for a search process and overlap so knowledge sharing can occur and gaps can be minimized? Will the organization need to hire an interim executive director to cover any gaps in professional leadership? If so, how do you identify someone to serve in a temporary capacity?

What is the plan for engaging key stakeholders and reassuring donors? If the departure of an executive director is sudden, how do staff access important records, files, and data? And in those situations that may be a little more sensitive, do you have a relationship with an employment attorney who can help you swim through uncharted waters?

Ensure that all important relationships have more than one person touching them.

Many executive directors serve as their organization’s chief fundraising professional – which is appropriate for smaller nonprofits. However, during times of transition, donors and partners lose insight into their funded charity because the executive director was their only point of contact.

Those who make restricted gifts want to know that the program they funded will be honored even as their contact in the organization moves on. This is a very dangerous situation and can put the organization’s funding at risk.

To avoid a mad scramble of compiling donor lists when an executive director leaves, consider enlisting board members to steward donor relationships. Ask them to reach out to major donors after they make a significant gift. Encourage them to get to know donors individually through meetings and coffee talks. Consider inviting donors to public board meetings and volunteer activities so that they can establish relationships with multiple organizational representatives.

Navigating executive transitions can seem daunting. But with proper planning, nonprofits can focus on all the positive aspects of change and minimize risk.

Diane Lebson, CFRE, is CEO and cofounder of Evergreen Philanthropic Solutions, a national philanthropic consultancy based in Camden that supports nonprofits with their strategic planning, revenue, and board development needs. She is also on the graduate faculty of the University of Maine’s School of Policy and International Affairs, where she teaches nonprofit management.