Transition and the Board Chair By Tom OKarma with Dr. Bob Andringa

Successful Transition for a Faith-Based Nonprofit Board Chair

Board Chair transitions are complex and often involve a certain level of risk. Successful boards understand how to navigate the uncertainties associated with change, whereas others struggle to maintain momentum.

This year, approximately 250,000 new nonprofit board chairs will be elected, with hundreds of them in faith-based nonprofits. How effectively do these organizations manage that crucial transition? Unfortunately, not very well, for the most part. We have been involved in a few hundred such transitions and have learned a great deal about improving them.

This checklist can help you and your board implement effective board leadership changes while maintaining momentum and community impact. Some of these suggestions may not apply to your situation, but each one offers value that can unlock ways to enhance your board and ministry performance. 

Key Requirements of a Successful Chair Transition

The most significant requirements for executing a successful chair transition practiced by the best boards are:

PRAYER: The entire process should be infused with continuous prayer from beginning to end, at every board meeting, and during each step until the new chair is in place and performing.

EXPECTATIONS: The board identifies potential chairs and assigns them significant leadership roles well in advance of formally nominating them to serve in this role.

STEWARDSHIP: A Board Development or Governance Committee helps the board approve selection criteria and a process that might include:

• Whether a new chair should be elected three months before assuming board leadership to ensure they are fully prepared to step into the role.
• Whether bylaws related to terms and term limits are still wise for a chair’s term.
•  Whether the chair’s job description in the current Board Policies Manual needs to be amended.
• The right mix of desirable qualifications and competencies is needed for the new chair to succeed in the current environment.
• A process for interviewing candidates with board input before the election of a chair.    
• A process for a complete board performance evaluation of a chair who is being considered for a consecutive term.
• The CEO is invited to provide significant input to ensure the CEO-Chair relationship is built on mutual trust and a commitment to regular communication, making this essential leadership partnership work well. 

COMMITMENT: Everyone is unwaveringly committed to the organization’s long-term success by supporting the elected chair in their leadership role.

ALIGNMENT: Everyone recognizes that change is coming and wholeheartedly backs the new leadership.

Key Actions for the New Board Chair

Here are some suggested actions for a new board chair to consider when assuming the role of board leadership.

(1) The new chair and CEO arrange regular meetings or phone calls to ensure they remain aligned on all critical issues and maintain open communication channels. They agree it is better to over-communicate rather than under-communicate. They agree on a “No Surprises” approach to communication.

(2) The new chair and the CEO review the ministry’s progress on the current strategic plan and goals.

(3) The new chair decides whether to organize a board retreat with key leaders to ensure the Mission, Vision, Values, budget, structure, and other elements are appropriate and closely aligned, considering the ministry’s future operating environment.

(4) The new chair reviews the factors the ministry should use to measure its progress and success.

(5) The new chair has individually asked both the CEO and the outgoing chair for their opinions on questions such as: 

• What should we start doing immediately?
• What should we stop doing immediately?
• What must we protect at all costs?
• What is their opinion on the strengths and weaknesses of the board and the ministry itself?
• What other changes might be implemented now since everyone is already anticipating change?
• What factors keep each one up at night?
• What sacred cows does the ministry have? 
• How can the board better support the CEO’s efforts and work more closely together?
• What are the strengths and weaknesses of each committee and individual directors with leadership responsibilities?

Practical Actions for a New Board Chair

The following are valuable and critical for new board chairs to pursue.

• The new chair is provided with all future meeting dates for the board and committees for the coming year.
• The new chair and vice chair meet to set mutual expectations and to determine how they will work together.
• The new chair and the CEO meet to establish clear mutual expectations.
• The new chair decides (normally) who to appoint to board committees and often who should chair each committee.
• The new chair recommends whether the outgoing chair should be given any special role in governance if their term has not expired.
• The new chair meets with each committee chair to discuss expectations.
• The new chair recognizes he has only 90 days to implement significant change before everyone returns to their business-as-usual routines.
• The new chair has reviewed and become familiar with the bylaws and Board Policies Manual.

It is highly recommended that the new chair meet with the Governance Committee Chair to:

• Discuss the skill sets that should be added or replaced on the board.
• Learn each director’s term’s expiration dates and plans to replace those skill sets.
• Discuss how the overall performance of the board could be improved.
• Learn whether the ministry has an acceptable list of qualified future board candidates.
• Determine if a CEO Succession Plan exists, including both planned and unplanned departures.
• The new chair reviews the latest results of the board’s self-assessment and any progress in addressing the top concerns. If a recent assessment has not been conducted, the chair should consider initiating one.
• The new chair is informed about ongoing or potential litigation and the ministry’s significant challenges.
• The new chair meets with (even if only for Zoom conversations) as many ministry leaders, staff, and volunteers as possible. In special situations, the same should apply to any external strategic partners and key supporters in the community.
• The new chair and the CEO consider ways to honor and celebrate the outgoing chair’s leadership.

Conclusion

Successful leadership transitions require careful planning, clear communication, and unwavering support from the board and the entire organization. By following these guidelines, faith-based nonprofits can ensure a smooth and effective transition for their new board chair.

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Tom Okarma is a board consultant who has navigated board leadership changes and served as chair on several boards. If you want to discuss your board’s current situation, you may reach him at tom@tomokarma.com

Bob Angdringa is the managing partner of The Andringa Group and specializes in all aspects of governance and the relationship between boards and their chief executives. In 2006, he retired after 12 years as president of the Council for Christian Colleges & Universities. Before that, he was the chief executive of the Education Commission of the States, a committee staff director in the U.S. House of Representatives, a university administrator, a senior advisor to a governor, and has been a governance consultant for 20 years. He is the author of four books and a recipient of four honorary degrees.

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