A Board Member's Guide to Executive Search

At Talbott Talent, we’ve guided organizations through every stage of leadership change. We know that an executive transition can define an organization's future or derail its momentum, while the right approach can turn this change into an opportunity. But when boards hesitate or go it alone, even well-loved missions can falter.

The High Cost of a Hands-Off Transition

The executive director of a small, community-focused soup kitchen had served faithfully for over two decades. She knew every volunteer by name, built deep relationships with local partners, and often worked late to keep things running smoothly. When she announced her retirement, it didn’t come as a surprise, but the board was still unprepared. They had always trusted her to keep the organization afloat, and she had done just that. But as her departure date drew closer, it became clear that the board wasn’t sure what came next. No one felt equipped to lead a search process. The board president was overextended with other commitments. After several meetings with no clear decisions, they defaulted to what seemed easiest: letting the outgoing executive director take the reins one last time.

Before her retirement announcement, the board rarely discussed succession. Meetings focused on budgets and immediate challenges, not long-term planning. The executive director always handled things. With her at the helm, the board grew comfortable. But as the countdown to her departure began, that comfort turned to quiet uncertainty. She did her best to guide the transition, but without a structured search process or clear board oversight, things quickly stalled. The job description was outdated. Interviews were informal. And, most crucially, no one took the time to assess what the organization actually needed in its next leader.

Six months later, the soup kitchen had a new executive director, eager and well-intentioned, but ultimately not the right fit. He lacked experience navigating the unique dynamics of a community-based nonprofit, and struggled to manage both the day-to-day logistics and the strategic planning needed to grow the organization. Volunteer morale dipped. Donor engagement slowed. Programs continued, but the energy and vision that once animated the work began to flatline.

One longtime volunteer, a retired teacher, started showing up less and less. He told a fellow volunteer that things didn’t feel the same anymore. A major donor paused their annual gift, saying they wanted to wait and see how things unfolded under the new leadership. The organization still showed up to serve meals, but the sense of momentum, innovation, and connectedness waned.

It wasn’t a crisis, exactly. But the organization was no longer thriving.

And while there were many contributing factors, the root issue was simple: The board didn’t understand their role in executive search. They didn’t realize how critical it was to define the position, build a timeline, or clarify who would be making which decisions. They didn’t know that a rushed or passive transition could set their mission back years.

The outgoing director had done so much for the organization. But hiring the next leader wasn’t her job; it was the board’s.

In the months that followed, some board members began to reflect more deeply. There was regret for how they defaulted to comfort over clarity. Some admitted they felt uncertain about what the process should entail, but rather than seeking help or guidance, they avoided it altogether. Others began to realize how much they relied on the executive director to carry responsibilities that were, in fact, theirs to shoulder.

They also began to ask a difficult, but necessary question: “What if we did the job we were supposed to do?” With the right leader, the organization might have launched new partnerships, expanded services, or deepened its community presence. Instead, it merely stayed afloat.

If this scenario sounds familiar, you’re not alone. Many nonprofit boards find themselves caught off guard by a leadership transition, especially if the departing executive has been in place for a long time. It’s easy to assume that someone else will handle it, or that a strong resume is all it takes to find the right person.

But succession is one of the most important responsibilities a board will ever face. It shapes not just who leads the organization, but how the mission grows and adapts for the future.

At Talbott Talent, we’ve seen this pattern play out more than once:

• The board delays getting started, hoping for clarity that never arrives.

• No one wants to chair the search committee.

• A few informal conversations replace a structured process.

• And, eventually, the organization settles for a candidate who seems “good enough” without ever defining what great would look like.

The result? A new leader who inherits confusion, a frustrated board, and a stifled mission.

But it doesn’t have to go this way. When boards embrace their strategic role and take the time to partner thoughtfully with experts, a transition can be a powerful turning point.

Just ask the team at Life Centers | We Choose Compassion, who recently worked with Talbott Talent to navigate a leadership change after their long-time executive stepped down. By leaning into an intentional process and inviting broad input from stakeholders, they were able to find a new CEO who brought both continuity and fresh vision. Or consider NEAR, a nonprofit that emerged from an unexpected executive departure stronger than ever, thanks to a board that chose to pause, assess, and prioritize the organization’s future.

The difference? Planning. Perspective. And a clear understanding of what the moment requires. Fortunately, you don’t have to repeat someone else’s missteps. We can walk you through practical steps your board can take to approach executive search with confidence, strategy, and purpose. 

Looking for guidance? If your board is facing (or even just anticipating) an executive transition, we encourage you to download our Executive Transition Guide to help you get started.

Practical Steps for a Stronger Executive Search

1. Don’t rush the timeline.

Too often, boards feel pressure to move quickly, especially when a beloved leader announces their departure. But a rushed process often leads to poorly defined roles and a shallow candidate pool. A better approach is to start by developing a realistic timeline: six to nine months is standard for a thorough search. That gives you time to clarify needs, source top candidates, and prepare for onboarding.

Talbott Talent Tip: It may be tempting to try to fill the gap right away, but an interim leader can often buy you the time you need to get the next hire right.

2. Define what your organization truly needs.

Rather than trying to replicate the previous executive, assess your current strengths, challenges, and strategic goals. Are you looking to expand services? Increase revenue? Strengthen internal culture? Every answer should shape the leadership profile.

Don’t: Simply update the previous job description and re-post it.
Do: Conduct stakeholder interviews and map the role to your three-year strategic plan.

Why this might get skipped: Boards fear slowing down momentum or stepping into unfamiliar territory.

3. Build a search committee with clear roles.

An effective search committee should be small (ideally three to four board members) and focused. Define who is responsible for tasks like reviewing resumes, coordinating interviews, communicating with staff, and more. One person should be designated as chair to keep the process on track.

Don’t: Ask the whole board to sit in on interviews, leading to confusion and inconsistent feedback.
Do: Form a tight-knit committee with delegated responsibilities and regular check-ins with the board.

Talbott Talent Tip: A strong search committee isn’t about who has the most availability; it’s about who understands the stakes and is willing to lead with purpose.

4. Engage a firm with nonprofit expertise.

Hiring a search firm helps you outsource logistics. It also provides you with strategic expertise. A nonprofit-specialized search partner understands mission-driven work, can identify cultural fit, and often brings access to a broader network, including passive candidates.

Don’t: Use a generic job board and hope the right person finds it.
Do: Partner with a firm that develops a customized position profile, sources talent, and screens for alignment.

Why this gets skipped: Budget concerns or the misconception that search firms only serve large organizations.

5. Prioritize onboarding, not just hiring.

Hiring the right leader is only part of the equation. That’s why Talbott Talent supports onboarding planning with each placement we facilitate. The most effective onboarding plan ensures your new executive has ongoing support and feels connected to the whole team. This includes developing a 90-day plan with goals around relationship-building and communication, as well as a designated board liaison to provide ongoing feedback. To achieve this, you will need to create short-term goals (like meeting with key funders and staff), schedule intentional check-ins, and clarify how the board will assist them through this incredibly important transition.

Talbott Talent Tip: The way you welcome a leader shapes their impact. Don’t underestimate the power of a purposeful first 90 days.

6. Don’t overlook passive candidates.

Some of the strongest leaders aren’t actively searching for new jobs. These passive candidates are already succeeding in their roles, but may be open to a compelling opportunity. They’re often more experienced, better aligned with mission-driven work, and more likely to bring long-term stability. Search firms like Talbott Talent specialize in reaching these high-quality individuals. By going beyond job postings and leveraging direct outreach, we can connect your organization with leaders who might not have otherwise applied, but who are perfectly positioned to make an impact.

Talbott Talent Tip: Passive candidates may be harder to find, but they’re often the most valuable. That’s why proactive recruitment is at the heart of every search we lead.

The Next Chapter Starts with the Right Leader

Executive transitions are a strategic inflection point that will influence your organization’s direction for years to come. The most successful transitions happen when boards lead with clarity, curiosity, and commitment. Saying goodbye to a wonderful executive doesn’t have to mean losing drive for your organization. By taking the time to understand your true needs, engaging the right partners, and supporting your next leader from day one, your board can steward your organization into a new chapter of growth and impact.

If your organization is approaching an executive transition or simply wants to be ready for when the time comes, Talbott Talent is here to guide you every step of the way. Reach out to our team to talk through your board’s specific needs and goals. 

Is your board ready for an executive search? 

Download our Executive Transition Guide to assess your next steps and prepare with confidence.

What’s in the Guide

• Board responsibilities clarified - A clear outline of the board’s role during each phase of executive transition.

• Suggested search timeline - A sample timeline to help plan and pace your search.

• Leadership profile guidance - Tools to assess what kind of leader your organization truly needs next.

• Hiring and onboarding best practices - Advice for interviews, onboarding plans, and early support strategies.

• Passive candidate insights - Why top talent often isn’t actively looking and how to reach them.

• Readiness checklist - A simple tool to help your board assess next steps and prepare with confidence.

---