Unlike many traditional executive recruiting services, La Piana Consulting provides highly customized assistance for a select number of nonprofit organizations seeking to recruit and retain new talent. We understand that the recruitment, selection, and hiring process for executive staff is time consuming, requires a large investment, and carries an extraordinarily high consequence of error. We assist your transition committee in this challenging process and ensure individualized attention to your needs.

Most organizations seek to get through the process as quickly and as painlessly as possible.  The perceived urgency of a situation can deprive an organization of a tremendous opportunity to  self-examine, to understand its role in the community, to appreciate all the current and emerging challenges, as well as look at issues that may have been ignored or even suppressed when “normal” was the standard.

The La Piana Consulting Approach to Executive Transitions

Define + Recruit + Support the Right Fit for Your Organization

Our interdisciplinary three-stage approach examines your executive transition through the lens of culture fit. We take the time to get to know your organization’s culture –its values, beliefs, underlying assumptions, and attitudes shared by a group of people.

Stage 1: Organizational Analysis

Replacing a chief executive is not like replacing a cog in a machine.  In order to be most effective you have to define the requirements of leadership, identify the key constituents who will participate in the process, articulate the context for the organization as well as for the candidates, and set the search criteria and all aspects of the process.  Elements of this first stage include:

• Provide guidance on the key accomplishments and issues of the organization
• Assess organizational needs and evolving leadership competencies as well as organizational challenges
• Review of mission, vision, and strategic position
• Consult with board, staff, and constituencies on organizational issues and challenges
• Develop a profile of the ideal candidate and ranking core, secondary and tertiary requirements and competencies
• Facilitate a retreat for the board/key staff on executive transition and finding alignment on the appropriate set of competencies for the next executive
• Develop a comprehensive executive profile
• Plan the overall transition process
• Appreciate and celebrate the organizations as well as the departing executive's accomplishments and legacy

Stage 2: Executive Search

The search is not only about finding the right candidate, but also about creating a process where stakeholder investment in the process and the outcome is enhanced.  Ultimately the board has decision making authority but  the board would make a major mistake by excluding others from the process.  While this is a sensitive issue, it can be and needs to be well managed.  Elements of this second stage include:

• Development of the process and identification of key stakeholders
• Development of search mechanisms and distribution outlets
• Development of competency  “screens”
• Identification and “tapping” of key candidates
• Sort and screen potential candidates
• Communicate and connect between candidates and the board
• Identify and define appropriate role of staff in the process
• Supervise the interview process
• Facilitate the selection process
• Assist with compensation negotiation
• Provide resources for the offer letter

Stage 3: Transition Management

Too many boards have thought that the job was done when the offer letter was returned signed, sealed and delivered.  This is where most executive transition processes have failed to be fully completed.  No matter how successful or unsuccessful the incumbent was, no matter how incredibly strong or weak the organization is, no matter what challenges face the previous executive, new means different.  The leadership style, skills, weaknesses, temperament and communication styles will be different with a new leader.  One can create a foundation of successful leadership by acknowledging the differences, articulating the expectations and developing the relationships among all the stakeholders.  

If this stage is overlooked, more times than not, another search process will be the result.

Elements of the third stage include:

• Facilitate introduction of new chief executive
• Define mutual expectations for a successful relationship
• Deal with knowledge transfer
• Identify potential obstacles to success
• Assist with the development of a preliminary work plan
• Develop specific goals/metrics for the new chief executive
• Facilitate the development and basics of  board chair/chief executive working relationship
• Provide organizational consulting to the new chief executive and the board
• Close and evaluate the process

We help you assess your organization’s cultural needs and define the attributes a potential candidate should possess. As your partner in the process, we then work to seek and secure a candidate you can trust will be the right fit. But a successful executive search doesn’t end with an accepted job offer. To ensure the most successful executive transition, we continue to serve as a source of support and mentorship for your new executive as they embark on leading your organization into the future.

Considerations in Executive Transitions

For many nonprofit organizations, the thought of trying to replace the chief executive is one endeavor  most would want to avoid even contemplating.  It can, however, be an extraordinarily positive experience for the organization and the incumbent.  If managed proactively and intentionally, the planning and implementation of a transition plan helps capture the history, accomplishments, internal capacities, external challenges and organizational culture of the organization.

Below are some key questions and considerations when dealing with executive transition plans:

• What were the challenges when the incumbent became the leader?
• Where was the organization in its life-cycle at the time?  Where is it now?
• What would the incumbent list as his or her most significant accomplishments?
• What legacy would the incumbent like to leave?
• How has the organization dealt with transitions in the past?
• What happens to people who leave the organization?
• What are some peculiarities about the organization that you should be aware of as part of your preparation for a transition to new leadership?
• What is the current relationship between the board and the executive director, and how might it affect this transition?
• What might the timing look like for the organization and the incumbent?
• What skills, competencies and capacities might the new leader need?
• What errors could the board, the incumbent or the new leader make in the transition?
• What level of stakeholder (staff, public, client) participation in the process would be appropriate?
• How do you plan to communicate the transition and celebrate the moment?