Succession Planning
Anyone who has served on a volunteer board can tell you that while it is a labor of love; it is a considerable labor, nonetheless. It is essential that potential board members are adequately informed on the expectations of service, including the time commitment, as well as the expected duration of service, depending on their leadership route. For instance, many positions may only require an obligation of a couple of years, while the path to President may require considerably longer.
It is also important to realize that board leadership is not meant to be eternal. Extensive studies have shown that extended service by board members as part of the same organization can lead to fatigue, stagnation of ideas and a deterrent to new leadership. Potential leaders are both hesitant to challenge a seasoned volunteer, and afraid that they will be expected to serve indefinitely as well.
A good Board Succession Planning Policy can be extremely helpful in guiding the organization's process for recruiting and developing new talent. Having a plan in place puts you in a posture to recruit top talent; avoid groupthink; promote diversity; maintain a balance of creativity and institutional knowledge; promotes trust between leaders and members; and maintains a balance of power on a board.
Strategies for Succession
All boards have a responsibility to articulate and make known their needs in terms of member experience, skills and many other considerations that define a "balanced" board composition.
In addition to the reasons listed above, two of the main reasons that members may be reluctant to commit to board service are a lack of clarity of what they are being asked to do and uncertainty on the amount of time they are being asked dedicate. Be prepared to answer these questions straight away.
A great tactic for attracting and engaging new volunteers is "micro-volunteering." This describes the process of asking a potential volunteer or team of volunteers to complete a small task as part of a larger project. The benefit is that the task is easily defined and of limited duration, making it easy for someone to commit to as a method for evaluating the benefit or reward from the engagement. When applied successfully, it is a great way to get potential volunteers to "test drive" involvement and consider an expanded role.
Next steps include a more formal role on a committee or some minimal time obligation. Committee involvement is important to getting work done and not having all of the responsibility on the shoulders of the board. Consider appointing a "co-chair" to committees, who might be willing to become chair the following year. This is an excellent way to orient and develop future leaders.
Ensure a smooth and effective transition from one year to the next through training, leadership development, accurate record-keeping and administration.
To gauge whether or not a member has a few minutes, or a few hours to give every month, consider using the NAIFA Member Engagement Commitment Form. The form simply asks for every member to be engaged at the most basic level, but also asks members to consider volunteering in key areas (Programs, Marketing & Communications, Advocacy and Membership).
Where to Find Potential Volunteers
- Graduates of the LILI Program
- Local Chapters and/or Affiliates
- Call for Leaders Sent to Members
- Active & Engaged Committees
- Perpetual Offering of Micro-Volunteering Opportunities
- Asking Current Leaders to Recruit their Successors
Quick Links
NAIFA Member Engagement Commitment Form
