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The Board’s Role inthe Transition
 
 The purpose of this chapter is to describethe special opportunities and responsi-bilities which the board has in this peri-od of leadership transition.
 
Introduction
 
Looking at this chapter, the board’s first question might be “Why are wefocusing on the board when we are anxious to start the search?” A searchfor an executive director is an opportunity for the board to have a signifi-cant, long-term impact on the organization, and this discussion and the fol-lowing chapters will help ensure that the board is ready to take advantageof that opportunity. This period of board leadership has the potential to be a time of real growthin the board’s understanding of its leadership role and the ways it can guidethe organization. The board has the opportunity to create the “big picture”for the organization and link the vision directly to short and long-term goalsand the hiring of the next executive director. Ideally, the opportunity to posi-tively influence the future will motivate board members to participateactively because they understand the importance of their role and that thisis the time when they can really make a difference. All of the decisionsabout the search process will flow from the board’s work — from their ini-tial communication to the community to the selection of the search commit-tee, the choice of the next executive director and the completion of the tran-sition process. Over the years, it has become more and more obvious that
 
the effectiveness of boards is a determining factor in successful searches.One of my wise former clients observed that the search for a new leader “isone of those rare times when the board is called upon to be most truly board-like”. A board chair for nineteen years who served on two search committeesfor heads of organizations, he stressed the importance of the board’s rolewhen he stated that “A search is truly about the board being a success.” This chapter will raise topics which trustees might not think of early in thesearch process because of the number of items which need their attention or•because the concept of search is new to them. The goal is for the board, itsexecutive director and the organization to be successful in the long-term. That success depends on the foundation the board establishes at the begin-ning of the search process as it proactively defines a vision, evaluates its owndevelopment needs and plans the search process. This opportunity for creat-ing a vision and enabling the board’s development can easily be missedbecause the board is distracted by the range of tasks it faces or is listeningto those who believe that just moving ahead will solve everything. Reflectionand planning will reveal how complex “everything” can be and how easilythe board can provide true leadership and positively influence the future of the organization.
 
The board’s public role at the beginning of the search
 
A search for an executive director represents a major change and the resultis that each constituency will have concerns. As the board prepares a timeand place for working on vision, it also needs to attend to the community’sanxiety at the beginning of this transition; the public role is to provide conti-nuity and re-assurance. The most immediate task is to convey confidencethat the organization is stable and ready to move forward. News of thechange in leadership can be less jarring when people are assured that transi-tions are part of an organization’s natural development and can be opportu-nities for moving forward in new ways. The board can also help to ease the transition in the following ways:•Being visible. Because the board provides continuity, its presence isimportant during a transition. Ideally, the board is known to thecommunity so its presence will not seem like a response to a crisis,but a bridge to the future.•Being calm, thoughtful and deliberate. Developing a vision processso the organization realizes the full advantages of this opportunity.Creating a clear plan for moving ahead so the community will haveconfidence in the process. Assuring, and then demonstrating, thatthe process will be inclusive and comprehensive.•Helping others see a change of leadership as part of the continuingdevelopment of an organization. Reminding people of the organiza-tion’s accomplishments and hurdles it has already overcome putsthis transition in perspective. With that focus, the transition will nolonger seem like a crisis, but an opportunity to come together
 
around a common vision for the future.•Communicating the search plan widely and effectively to keep thebroader community informed about the search process. Becausewell-conducted searches take months, providing effective communi-cation will require frequent updates through personal contact, let-ters, newsletters and the organization’s Web site. While the searchcommittee and board understand the progress of the search, othersdo not. In a vacuum there will be anxiety and anxiety producesrumors. The facts are better.
The board’s strategic role
 The board’s strategic role is to lead the thinking about the potential of theorganization as a foundation for its search for a new executive director. Thevision is the basis for knowing what to look for in new leadership. Searchesand transitions can offer an important opportunity for organizations toaccomplish what they already know they want to do but have not yet had achance to accomplish. For other organizations, there might not have beenthe opportunity to think collectively about the future. Whether a board isreaffirming a vision or creating a new one, the work offers the opportunityfor the board to come together around a vision in preparation for the search.A board session devoted to talking about vision can be the first step in mak-ing the vision a reality.Vision building or strategic planning will ensure that the next executivedirector is someone who fits the organization’s defined needs. After theboard is clear about its vision/future goals, it can use the following questionsto concretely link its vision with the search:•Which of our strengths will help us the most in achieving our futuregoals?•Where do we need to become stronger to achieve our goals?•What characteristics and experiences of candidates relate directly tothese goals?Given the amount of time and energy the search process will require, theboard’s objective is to begin the work of defining vision and understand howit links to the search for the next executive director. Developing a more for-mal strategic plan and implementation steps can come later.As the board creates and nourishes a vision and links it to the search for anew executive director, it is making the most of a significant opportunity forthe organization and demonstrating the leadership the community needs.Because of this work, the board will be better prepared to guide and commu-nicate with its search committee, with the community and ultimately withcandidates. The work on vision and strategic thinking is separate from the board’sdevelopment of a search plan, which is the subject of Chapter Four. Thatplan works on the details of having an effective search process and providesfurther guidance for the search committee’s work.
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