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Executive Service Corps
of Chicago |
1. What is ETM? 2. Why is there a need for ETM services? 3. What could happen if an organization isn’t prepared for a leader’s departure? 4. Why should our organization hire Executive Service Corps to assist us with ETM? 5. What are the possible benefits from an ETM project? 6. What process will ESC use to help us through this challenging time? 1. What is ETM? ETM is a comprehensive, systematic approach to addressing the changes that occur when, planned or unplanned, a leader departs and another must be brought in. It is a holistic model that views executive transitions as a growth opportunity, rather than as a simple executive search and personnel change. ETM is rooted in William Bridges’ work on change and transition, has been researched and funded by the Annie E. Casey foundation, and been used successfully for years by organizations like CompassPoint and TransitionGuides. 2. Why is there a need for ETM services? As Baby Boomers currently leading nonprofits reach retirement age in the next decade, a looming leadership gap must be filled, and most organizations are unprepared. A nationwide survey of 2,000 nonprofit leaders by CompassPoint and Meyer Foundation revealed several key findings: within five years, 75% expect to leave their jobs (10% in the next year), yet only 29% had discussed succession planning with their Board. And one in three are fired or forced out of the job, an unexpectedly high percentage. These transitions will happen, and it is better to proactively make a planned, smooth transition than make important decisions reactively. 3. What could happen if an organization isn’t prepared for a leader’s departure? The risks are great and include declining staff morale, lowered productivity, loss of board involvement, reduction of client services, hiring an executive who’s a poor fit, and a loss of volunteers, staff, and donors. 4. Why should our organization hire Executive Service Corps to assist us with ETM? ESC is the only nonprofit consulting firm offering ETM in the Chicago area. ESC has an excellent reputation with nonprofits and has forged strong relationships based on proven expertise in practice areas like strategic planning, board development, and coaching. And ESC offers an outstanding value proposition: cutting edge consulting services at a below-market pricing structure. As Tim Wolfred, PsyD. said in The Nonprofit Quarterly, “ …I believe almost every board, when possible, is wise to seek the objectivity of an experienced consultant for their leadership transition. The work can be tough and the pitfalls numerous. Expert guidance and facilitation can save time, ease a board through the rough spots, and help it explore the renewal opportunities in a transition. You may want to avoid the expense, but the cost of missed opportunities – or of failure – can be much higher.” 5. What are the possible benefits from an ETM project? A well-planned transition can be a powerful opportunity to strengthen an organization. It is a perfect time to re-examine current practices, including mission, vision, and direction, and may offer opportunities to restructure staff and programs for efficiency and effectiveness. The result? More stability, a stronger board, clarified roles and responsibilities, and an organization ready to accept and support a leader who is right for the job. 6. What process will ESC use to help us through this challenging time? ESC uses a three phase proven model: 1) Prepare, 2) Pivot, and 3) Thrive. · Prepare phase includes assessing the organization to ensure it is stable enough to make a good hire, soliciting input from board and staff re: current and future leadership needs, and updating the executive job description to form the basis of a solid search and transition plan. · Pivot phase includes search and selection of a new leader, but goes further. To lay the groundwork for the leader’s success, legacy issues are identified and corrective action taken before bringing the new leader on board. · Thrive phase includes post-hire orientation and mentorship of the new leader to facilitate building of key relationships. Expectations and priorities are established for the first 12-18 months, including performance evaluation. This is also the time to show appreciation and bid farewell to the outgoing leader. |
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