Association Leadership - March/April 2008 - (Page 20)

succession plans Interimfor unexpected departures Executives An answer By David Patrick and Dorinda Rolle Partners, Transition Management Solutions, LLC The chairperson of a large West Coast association received a call from the CEO, announcing his intention to resign in a few weeks to accept the opportunity of a lifetime. “John” had been selected for a prestigious fellowship that would require him to move to Europe for 18 months. While the chairperson was happy for him, she realized that for the ﬁrst time in 10 years the board would have to search for a CEO. The board felt blessed to have someone with John’s talent and commitment to the organization, but because of other pressing issues members had never considered what they would do if he ever left. The scenario is not uncommon in today’s highly competitive human capital environment. In fact, research suggests, each year, one in 10 associations will go through a change in leadership. The key to successful transitions is to approach them in an activist mode and with a positive outlook. First, realize that executive transitions are a normal part of all business sectors. People come and people go. Some leave voluntarily for reasons such as retirement, maternity leave, sabbatical, extended medical leave or to seek new opportunities. Others leave unexpectedly due to death, involuntary termination, a crisis situation or restructuring. Any event could leave an association without leadership until a replacement is hired – an average of six to 18 months. To bridge the leadership gap, some associations are turning to interim executive transition ﬁrms for assistance. These ﬁrms place interim CEOs much like traditional temporary employment agencies, but with seasoned professionals who have “been there, done that.” One such interim executive said, “I recently retired but still want to stay involved and keep my professional edge.” Typically, interim CEOs come with a wealth of association management and leadership experience, but don’t want the job on a permanent basis. One advantage of transition management ﬁrms is their ability to both handle the labor of ﬁnding the right person and provide support during the assignment. The cost of using an interim ﬁrm will vary with the size of the organization. Also, professional interim executives provide stability and allow an organization’s board to conduct a thorough permanent search without a rush to hire. Other beneﬁts include: • Continuity in leadership in time of crisis. • A fresh perspective. • Help to clarify and focus board and staff on addressing important issues. • Quick assessment of situations, with action on critical tasks. • An unbiased viewpoint with no organizational “baggage” or personal agendas. • Use as a neutral transitional mentor for staff. • Sustaining organizational momentum, productivity and staff morale. • Closure to previous leadership and preparation for new leadership. An association in crisis or transition should consider hiring an interim executive whose crucial task is to ensure a stable, solid foundation for the new CEO. Boards often miss this opportunity to create new organizational reality for members. Overall, associations engaging an interim executive have found the choice both provided important capacity building and enabled their organization to not only survive ◆ but also thrive. David Patrick can be reached at david@tms-texas.com. Dorinda Rolle can be reached at dorinda@tms-texas.com or www.tms-texas.com. http://www.tms-texas.com

Table of Contents Feed for the Digital Edition of Association Leadership - March/April 2008

Association Leadership - March/April 2008 Contents Chairman's Column Homepage 60-Second Solutions Southwest Showcase Highlights Feature: Succession Plans Interim Executives Job Documentation Coaching: A Walk in the Park Perspectives Technology Column Association Case Study Government Affairs: Focus On Electronic Resources New Members Community Spotlight Houston Index to Advertisers Advertiser.com Board of Directors

Association Leadership - March/April 2008

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