An ideal relationship between the board of directors and executive director is characterized

Discussion Post

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Discussion Post

Question 1

An ideal relationship between the board of directors and executive director is characterized by the two parties working collaboratively to promote their organization’s best interest. For instance, the two parties can contribute significantly to the process of management succession (Froelich et al., 2011). Usually, the executive director is responsible for supporting the board of directors in achieving the organizational set goals (Adams, 2017). This may be achieved by the executive director keeping the board of directors informed of the emerging issues such as risk management and operations updates. Supporting this statement, Froelich et al. (2011) urge that chief executives take the position of psychosocial centrality and are responsible for both unsuccessful and successful outcomes.

Question 2

Succession planning is vital for nonprofit organizations for various reasons. Firstly, succession plans improve organizational performance (Froelich et al., 2011). According to the authors, charismatic leaders with idealism and professional independence have the potential to positively influence the nonprofit organization’s performance. Therefore, if succession plans are put in place, and charismatic leaders are chosen to succeed outgoing leaders, this will contribute to improved organizational performance. Secondly, succession plans are important for nonprofit organizations since the nonprofit sector is faced with a lack of sufficient experienced executive directors in the job market. Therefore, succession plans will ensure that experienced executive directors are identified effectively and on it.

In my opinion, succession planning is equally important for both public and nonprofit organizations. This is because I have witnessed both sectors faced with retirement crises. When managers from any of these sectors retire, effective managers always need to take their place. Without succession planning, it will not be possible to get effective successors. Froelich et al. (2011) reveal that finding experienced and inspired leaders to take the executive positions left vacant by the new generation is going to be challenging for a significant number of organizations, including for-profit and nonprofit organizations. The public sector will also not be an exception. Also, both the public sector and nonprofit sector face the problem of leadership shortage; thus, they all require succession planning (Drennan et al., 2014; Hopkins et al., 2014). Also, the two sectors equally need to enjoy the benefits of effective succession planning, such as the organization’s good performance and continued success.

Question 3

If I served in an nonprofit organization whose executive director and board do not support succession planning, I would educate them on the benefits of succession planning, such as improved performance, to change their mind. I would also enlighten them on risks associated with lack of succession planning, such as a limited opportunity to groom a successor to change their mind (Froelich et al., 2011).

References

Adams, T. (2017, March 23). Blending nonprofit secession planning and executive transition: A successful case. Nonprofit Quarterly. https://nonprofitquarterly.org/succession-planning-executive-transition-non-profit/Drennan, L. T., McConnell, A., & Stark, A. (2014). Risk and crisis management in the public sector. Routledge.

Froelich, K., McKee, G., & Rathge, R. (2011). Succession planning in nonprofit organizations. Nonprofit Management and Leadership, 22(1), 3-20.

Hopkins, K., Meyer, M., Shera, W., & Peters, S. C. (2014). Leadership challenges facing nonprofit human service organizations in a post-recession era. Human Service Organizations: Management, Leadership & Governance, 38(5), 419-422.