What Boards Must Do Before Starting an Executive Search

By the time the board chair called, the transition was already off track.

The executive director had given notice. The board rushed to post the role. The staff were nervous. Donors were asking questions no one felt ready to answer.

On paper, they were “in process.” In reality, they were stuck.

Hiring and supporting the executive director or CEO is the single most important job your board will ever do. A smooth executive transition requires preparation, clarity, and honest decisions about what your board can handle on its own.

Here are practical ways boards can set themselves up for a smoother executive transition, drawn from what we see every week in this work.

1. Start with a pause, not a job posting.

The resignation letter lands and everyone feels pressure to do something fast. A common pattern: someone opens the last job description, tweaks a few lines, and sends it to a job board.

That rush feels productive. It rarely is.

Before your board launches an Executive Search, carve out time for a real conversation. A candid, agenda item at the top of the meeting, not in “other business” at the end.

Questions worth asking:

• What has changed since this executive was hired?

• What is the organization walking into over the next three to five years?

• Where are we strong, and where are we stretched thin?

Many boards find that this first conversation surfaces assumptions that have never been said out loud. That tension is useful. It tells you where alignment is missing.

A realistic timeline also helps. Many successful Executive Searches land in the six to nine month range. That window gives you space to define the role, engage candidates, and plan onboarding without constant panic.

If the calendar feels tight, an interim leader can protect the organization while you do the search work well.

2. Stop trying to hire the same leader twice.

One of the fastest ways to derail a transition is to look for a replica of the person who is leaving.

We worked with a board that loved their outgoing executive director. She had grown the budget, built strong relationships, and carried the organization through a difficult period. In early meetings, board members kept saying, “We just need another version of her.”

Once we dug into the details, something different emerged. The organization now needed someone who could build internal systems, support staff, and create more sustainable pace. The next season called for a different kind of leadership.

That shift in perspective changed everything.

Instead of copying the old job description, the board built a leadership profile that reflected the future. They named the specific outcomes they needed in the first 12 to 24 months, then used that profile as the lens for the entire search. 

Boards who skip this step often end up with a well qualified hire who never quite fits. The leader is blamed. The real issue was a role that pointed backward instead of forward.

3. Treat the transition as board work, not background work.

A smooth executive transition happens when the board treats it as core governance, not a side project.

A small, focused search committee of three to four board members usually works best. Large committees feel inclusive but slow everything down. Feedback gets muddy. Scheduling becomes a constant barrier. 

Your full board still has an essential role. The committee gathers input, leads the process, and brings clear recommendations back. The board stays informed and engaged without trying to manage every detail.

Staff need clarity too. They should know what to expect, when they will be asked for input, and how information will be shared. Silence creates anxiety. Thoughtful communication builds trust.

When everyone understands their role, the process moves with less drama and more purpose.

4. Be honest about your capacity.

Many boards want to run the entire process themselves. Some do it well. Many end up exhausted.

Running an Executive Search in house usually means:

• Designing a process

• Sourcing and screening candidates

• Managing all outreach, scheduling, and communication

• Holding listening sessions with stakeholders

• Coaching the search committee through decision making

• Planning offer, negotiation, and onboarding

On top of regular board responsibilities.

If your board has the time, expertise, and experience to carry all of that, great. If not, it is wise to name those limits early.

That is where a search partner can be helpful. A specialized firm brings structure, candidate networks, and a neutral perspective that keeps the process from getting stuck in internal politics. Talbott Talent’s work in Executive Search includes assessment, recruitment, and onboarding support because a placement is not “finished” when the contract is signed.

Being realistic about capacity protects your staff, your mission, and your next leader from a process that drags on or falls apart midstream.

5. Plan the transition, not just the hire.

Boards often pour all of their energy into the interview and decision phase, then take a breath once the offer is accepted. From the new executive’s perspective, the work is just beginning.

The first ninety days shape everything.

We have watched strong leaders struggle in their first year, not because they lacked skill, but because expectations were vague. No one had said what success looked like. No one had named how decisions would be made.

In contrast, when boards invest in a simple written plan and consistent support, the new executive feels trusted and grounded. Staff see that the board is engaged in a healthy way, not hovering. Donors see continuity instead of chaos.

6. Remember why this matters!

Leadership changes are inflection points. They reveal what your board values, how you handle pressure, and how seriously you take your role.

From a governance standpoint, hiring and, when necessary, ending the tenure of an executive director or CEO is the most important work your board will ever do. Everything else rests on that decision.

A smooth executive transition does not mean a process without conflict or hard choices. It means your board is willing to:

• Face reality about where the organization stands

• Have clear, sometimes uncomfortable conversations

• Ask for help when capacity is limited

• Support the next leader with intention

Those habits serve your mission long after the transition is complete.

Talbott Talent walks boards through these decisions every day. If your board wants a second set of eyes on an upcoming transition, we are ready to talk through what a smooth, realistic path could look like for your organization.

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