While U.S. citizens complete selection of national leaders, nonprofits should be considering their transition plans as well.  One technique to implement at any time, especially toward the end of terms of office, is that of leader shadowing.  There are several aspects of this type of training.

Primarily, an intended future leader can act as an understudy, learning the role of the shadowed leader.  The understudy can be supported in trying out the role by:  developing an agenda, submitting requests for information to staff, giving assignments to fellow trustees, or chairing a meeting.  The actions can take place in either a virtual or an actual mode.  In the virtual mode, the decisions and proposed actions of the understudy can be critiqued without actual impact on operations.  In the actual mode, the understudy is allowed to practice with the cooperation of staff and peer trustees.  With a high level of trust, this practice, accompanied by a thorough debriefing, can provide a great deal of learning for both the future leader and his/her stakeholders.

There is no one way for shadowing to occur.  Whatever makes sense in the particular circumstances of each unique organization and the personalities involved is best.  The point is, that leadership preparation doesn't need to be left to chance and organizations are not doomed to suffer the potentially devastating consequences of trial by fire.

Many important benefits result from thoughtful mapping of an organization’s key stakeholders in developing board recruitment strategy:  diversity of advice; improved risk management; greater strategic thinking; and connections to power and influence and even funding sources.  However, one simple dynamic is frequently overlooked that may alone provide the core justification for stakeholder analysis.  This is the communication capacity that well-positioned trustees bring with them.

A set of trustees who truly represent key community segments of stakeholders (think of members of financial professional associations for the board of housing organizations, for example) can automatically connect entire functioning communication networks directly to the top of an organization.  Many organizations struggle with foundation activities of community/public relations and fund raising, failing to generate adequate minimal levels of public awareness.  Assembling the key messages is the easy part.  It is the lack of distribution channels (and their proper use) where most communication strategies fall short.  Recruiting for board members that bring these channels with them can be a great first step toward increasing community awareness and appreciation of an organization’s value.

We are entering the fourth quarter, the traditional season to scramble for new trustees.  This is a great time to remember the value of approaching successful business managers to serve on your board.  I would rather serve with one person with strengths in the following top 10 list of skills than with an entire group of five other people who have passion for the mission as their core strength and are weak in most of these areas.

1) Budget, analyze cash flow and identify potential problems; 2) Protect a niche and keep operations focused; 3) Challenge staff decisions and assumptions; 4) Set reasonable goals and  police a plan; 5) Explore consequences of decisions and examine risk 6) Define and  market a cause;  7) Form value propositions and define outcomes for potential partners and investors; 8) Make and seek financial monetary investments  9) Act and accept accountability for decisions;  10)  Find ways to persist and recover from setbacks. 

Let's add two more entrepreneurial items.  In a time when nonprofits need to be more aggressive than ever to earn their own income, it really helps to have access to "opportunity seekers" and those that can "make a deal."  Good hunting to all !!!

Some chief executives have strong preferences for building external relationships over internal relationships, especially with the board.  These tough-to-keep-on-the- porch" E.D.'s could be termed “bloodhounds.”   Bloodhounds many become easily exasperated at a board which they perceive to be dominated by members with both inadequate time and capacity to provide the governance activity that the organization needs to thrive.

In a he said/she said stalemate about who needs to change first, the board or the E.D., the inadequate relationship chemistry results in the organization, clients and the community all being losers.  In the face of this situation, committed board members need to put in more time and energy, to improve their effectiveness and to keep the bloodhound attracted to new possibilities within the board. 

The bloodhound who is committed will understand that the work at home, although a challenge, is where he/she is needed most and the relationship with those key internal leaders has to be give priority.  The bloodhound cannot simply be directed by the board to be something against their nature.  If the bloodhound gives up too easily or is too demanding, then only a parting of the ways will create less pain for all parties and create a renewed opportunity for the organization to move forward.