TransitionLeader Vol 2 No 3 - (c) TransitionGuides, 2005

The following article is a summary from The Power in the Middle, the latest volume in a new monograph series on executive transitions and executive transition management, funded by the Evelyn and Walter Haas Jr. Family Fund and the Annie E. Casey Foundation. The series is a joint effort of CompassPoint Nonprofit Services, TransitionGuides and others, now includes four publications, all of which are available through the Casey Foundation and online at: http://www.aecf.org/initiatives/leadership/reading.htm.

Executive Transitions: Widespread and Challenging

As discussed in previous articles in TransitionLeader, leadership change is an increasingly common aspect of nonprofit organizational life. Research suggests that each year one in ten nonprofits go through a leadership transition. As the large numbers of leaders from the aging baby boom generation begin to retire, we can expect even more of these leadership turnovers.

Transitions can be very difficult for nonprofit organizations of all sizes; however, they need not be associated with bad outcomes. CompassPoint Nonprofit Services and TransitionGuides, along with the Annie E. Casey Foundation and others, have developed a comprehensive and affordable approach to Executive Transition Management (ETM), which can help nonprofits not only survive transitions, but use them as opportunities to grow and thrive. (Click here for a series of step-by-step articles in previous issues of TL.)

Interim Executive Directors: The Power in the Middle

This article describes the benefits and basics of using an interim executive director (interim ED) in a leadership transition. Interim ED’s are not simply board members or staff who sit in the executive director seat for a few weeks or months until a new director is found. Interim ED’s are highly skilled managers who temporarily take the helm of an organization (for 4 to 8 months on average), help board and staff address important systems and capacity issues, and lay the groundwork for the permanent leader’s success.

While not all organizations in transition require an interim ED, research and practice show that those groups that do use an interim emerge stronger, more financially sound, and with higher levels of optimism about the future impact of their agency services. The use of interim ED’s represents a powerful capacity-building strategy that nonprofits should carefully consider when addressing the challenges of their next leadership transition.

Entering an agency as its temporary leader, the interim ED will not find the organization in a “steady state.” Staff and board will be in the midst of separating from the previous executive with varying degrees of fear, sadness, and anticipation. The departing ED will also be in an in-between state, working through the feelings that accompany a separation, perhaps confused about how much influence he or she wants or should have on the agency’s future. If the board forced the departure, emotions may be particularly high.

Complicating the situation, some funders, donors, and volunteers may be taking a “wait and see” attitude before wholeheartedly re-investing themselves in the organization. The interim ED will invariably find under-resourced administrative systems. Even in the best of times, nonprofits experience a tension between infrastructure needs and program funding, and this is usually resolved by shortchanging infrastructure. Leaving things undone is almost inevitable in chronically under-resourced nonprofit settings.

The interim leader’s task is to step into this unsettled period in the agency’s life with a healthy respect for its mission and for the contributions of all involved. Making space for the major parties’ thoughts and feelings will promote a healthier agency environment. Attending with care and calm to any operational deficiencies will prepare the organization for greater achievements under its next permanent executive.

An executive’s decision to leave a nonprofit agency kicks off a period of organizational transition. Reflecting a change model developed by William Bridges[1], the elements of a transition can be organized into three overlapping phases. The first is the Ending phase, where the organization gets closure on the departing executive’s tenure. All parties exchange goodbyes and appreciations; they may also need to work through their feelings of loss or anger. At the other end of the process, the Beginning phase includes the new executive leader’s welcome and orientation and can include significant organizational changes or new ways of doing business.

Bridges refers to the middle phase in a change process, the period between the Ending and the Beginning, as the neutral zone. This is both a time of organizational vulnerability and, very importantly, a period of heightened opportunity. Since the leader is leaving, the organization is much more open to change than usual. Systems and culture become a bit “unglued.” They can be improved and put back together by board and staff in new and exciting ways that leave the organization stronger and more stable.

An interim ED is an especially potent tool for making the most of the capacity-building opportunities in the transition’s neutral zone.

The use of an interim can have a variety of benefits that enable a nonprofit to transform the uncertainty of the transition period into an opportunity to create a solid platform for organizational growth.

The agency’s budget line item allocated for the executive salary, plus taxes and benefits, can be applied to the interim ED’s compensation. Calculated as a per hour rate, the compensation for an interim can be quite a bit more than the agency would typically pay its executive. (Hourly rates in San Francisco and Washington, DC vary from $55 to $85 per hour depending on the experience of the interim ED.) Interims can command the higher rate because they are veteran executives immediately ready and prepared to meet the needs of an agency. However, most interims can be hired for less than a 40-hour week—typically 20 to 30 hours per week. While the hourly rate is higher, the total cost need not be much more than the funds already allocated for the permanent executive’s salary. Additionally, interim EDs generally do not receive normal agency benefits (paid vacations, sick leave, insurance, etc.), which also reduces costs for the hiring agency.

Having presented the ways in which an interim ED can help a board take advantage of the change opportunities in a leadership transition, we will now discuss what to look for in candidates for the interim role, where to find the best candidates, and the typical terms of engagement.

As with any hire, before recruiting begins, it’s essential for the board to clarify which executive skills are particularly important to the agency in the months immediately ahead. Do the financial management systems need an upgrade? Is there a major fund raising dinner coming up that the interim will oversee? Does a complex government grant request need to be submitted? Is staff morale a major concern? The board will be aware of many of the tasks ahead. But some pointed conversations with program staff, all key managers, and the outgoing ED will provide a fuller picture of what the interim ED will be tasked with getting done. This process will also help the board set priorities on what it needs in the next ED.

With a skills profile in hand, boards can draft a one-page job announcement that has brief sections devoted to:

Candidates are screened for the major skills needed, their general savvy about managing the complexities of the nonprofit ED role, and their availability for the full expected interim tenure—and for a few weeks beyond in case the search for a permanent ED takes longer than expected.

In order to have good candidates available on short notice, some nonprofit consulting agencies maintain rosters of pre-screened candidates for interim positions. At CompassPoint and Maryland Nonprofits, for instance, veteran executives seeking to fill temporary roles are interviewed to determine their particular skills and job preferences.

Other sources of candidates besides a nonprofit technical assistance agency could be the local community foundation, other nonprofit foundations, and peer agencies (e.g., the city’s network of human service agencies). An increasing number of regions have online sites for job postings where an interim position could be listed.

To take full advantage of the transition period’s opportunities, most boards should hire interim leaders from outside the agency. An outsider likely will be more objective about what’s functional and what changes might better advance the agency’s mission. And the external candidate has greater independence for confronting disarray and dysfunction. For similar reasons, it is important that the temporary leader not be a candidate for permanent hire. The interim ED seeking to sell his or her candidacy for regular ED will be tempted to avoid confronting any issues that might alienate those who will make or influence the hiring decision.

Interim tenures typically run from four to eight months. The period may be shorter if the primary task is to cover the final month or two between the predecessor’s departure and completion of an executive search. A longer tenure can be contracted for an agency needing significant “turn-around” work, where programs and systems have been seriously mismanaged. Outside the turn-around scenario, interim periods of longer than six months can become unhealthy for a nonprofit. The agency may appear to be stalled in the neutral zone as funders and other stakeholders become anxious to move into the future with a new permanent leader.

The interim ED’s work encompasses, of course, the standard executive arena: overseeing finances, keeping fund raising goals on track, monitoring program operations, supporting managers, and attending to normal board needs. A second set of interim ED duties speaks to the special needs of an agency in transition. These include attending to staff anxieties, extra communications with wary funders and other supporters, helping the board keep up with its transition and search duties, making any repairs needed in agency systems, and, very importantly, creating excitement about fresh possibilities in the agency’s future.

Before moving into his current position as head of Executive Leadership Services at CompassPoint Nonprofit Services, Tim Wolfred served 16 times as interim executive director of San Francisco Bay Area nonprofits. Tim began his nonprofit career in 1971 as executive director of an Illinois child welfare agency. He was an early organizer of local and national responses to the AIDS epidemic as executive director of the San Francisco AIDS Foundation from 1985 to 1989. He is co-author of two seminal studies of nonprofit executive director tenure and experience, Leadership Lost (1999 with Mike Allison and Jan Masaoka), and Daring to Lead (2001 with Jeanne Peters). Both studies were published by CompassPoint.

[1] William Bridges has lectured and written extensively on his model for managing change in organizations. For an overview of the three stages of transition, see Managing Transitions: Making the Most of Change, 2nd ed. (Cambridge, MA: Perseus Pub., 2003.)

TransitionLeader
The e-newsletter on nonprofit executive succession and transition.
Vol. 2 No. 3, Spring 2005
	TransitionGuides Home Page \| Newsletter Page
In this Issue
Welcome Feature Article Interim Executive Directors: The Power in the Middle New Research Results of Landmark National Leadership Transition Survey Published New Resources New Monographs Available in May Interest in Succession Planning Workbook Takes Off Executive Transition Management (ETM) Field-Building Alliance Pre-conference Sessions Recent & Upcoming Events Dates Set for Next Steps Workshops for Long-term & Founding Executives May 12-13, 2005 - New York, NY - Co-sponsored with the Support Center for Nonprofit Management June 6-7, 2005 - Oakland, CA - Co-sponsored with CompassPoint Nonprofit Services Sept. 14-15, 2005 - Baltimore, MD First Web-based Succession and ETM Training Held
Welcome
Welcome to the Spring edition of TransitionLeader. 2005 is shaping up as an exciting year for those of us who care about and are involved in ETM work: The results of a landmark national study on executive transition have been published; this year there will be three Next Steps workshops for long-term and founder executives; and, for the third year in a row there will be an ETM workshop at the Alliance for Nonprofit Management conference. Our colleagues around the country report that the interest in ETM continues to grow. In the last edition of TransitionLeader we concluded a series of articles that discussed the "Prepare, Pivot and Thrive" model of executive transition management in step-by-step fashion. In this edition we turn attention to the role of the interim executive director in an article that is a summary of a longer monograph by our colleague, Tim Wolfred of CompassPoint.
Feature Article
Interim Executive Directors: The Power in the Middle By Tim Wolfred, CompassPoint Nonprofit Services The following article is a summary from The Power in the Middle, the latest volume in a new monograph series on executive transitions and executive transition management, funded by the Evelyn and Walter Haas Jr. Family Fund and the Annie E. Casey Foundation. The series is a joint effort of CompassPoint Nonprofit Services, TransitionGuides and others, now includes four publications, all of which are available through the Casey Foundation and online at: http://www.aecf.org/initiatives/leadership/reading.htm. Executive Transitions: Widespread and Challenging As discussed in previous articles in TransitionLeader, leadership change is an increasingly common aspect of nonprofit organizational life. Research suggests that each year one in ten nonprofits go through a leadership transition. As the large numbers of leaders from the aging baby boom generation begin to retire, we can expect even more of these leadership turnovers. Transitions can be very difficult for nonprofit organizations of all sizes; however, they need not be associated with bad outcomes. CompassPoint Nonprofit Services and TransitionGuides, along with the Annie E. Casey Foundation and others, have developed a comprehensive and affordable approach to Executive Transition Management (ETM), which can help nonprofits not only survive transitions, but use them as opportunities to grow and thrive. (Click here for a series of step-by-step articles in previous issues of TL.) *Interim Executive Directors: The Power in the Middle* This article describes the benefits and basics of using an interim executive director (interim ED) in a leadership transition. Interim ED’s are not simply board members or staff who sit in the executive director seat for a few weeks or months until a new director is found. Interim ED’s are highly skilled managers who temporarily take the helm of an organization (for 4 to 8 months on average), help board and staff address important systems and capacity issues, and lay the groundwork for the permanent leader’s success. While not all organizations in transition require an interim ED, research and practice show that those groups that do use an interim emerge stronger, more financially sound, and with higher levels of optimism about the future impact of their agency services. The use of interim ED’s represents a powerful capacity-building strategy that nonprofits should carefully consider when addressing the challenges of their next leadership transition. Agencies in Transition: Anxiety and Unfinished Business Entering an agency as its temporary leader, the interim ED will not find the organization in a “steady state.” Staff and board will be in the midst of separating from the previous executive with varying degrees of fear, sadness, and anticipation. The departing ED will also be in an in-between state, working through the feelings that accompany a separation, perhaps confused about how much influence he or she wants or should have on the agency’s future. If the board forced the departure, emotions may be particularly high. Complicating the situation, some funders, donors, and volunteers may be taking a “wait and see” attitude before wholeheartedly re-investing themselves in the organization. The interim ED will invariably find under-resourced administrative systems. Even in the best of times, nonprofits experience a tension between infrastructure needs and program funding, and this is usually resolved by shortchanging infrastructure. Leaving things undone is almost inevitable in chronically under-resourced nonprofit settings. The interim leader’s task is to step into this unsettled period in the agency’s life with a healthy respect for its mission and for the contributions of all involved. Making space for the major parties’ thoughts and feelings will promote a healthier agency environment. Attending with care and calm to any operational deficiencies will prepare the organization for greater achievements under its next permanent executive. The Interim ED: Making the Most of Change An executive’s decision to leave a nonprofit agency kicks off a period of organizational transition. Reflecting a change model developed by William Bridges[1], the elements of a transition can be organized into three overlapping phases. The first is the Ending phase, where the organization gets closure on the departing executive’s tenure. All parties exchange goodbyes and appreciations; they may also need to work through their feelings of loss or anger. At the other end of the process, the Beginning phase includes the new executive leader’s welcome and orientation and can include significant organizational changes or new ways of doing business. Bridges refers to the middle phase in a change process, the period between the Ending and the Beginning, as the neutral zone. This is both a time of organizational vulnerability and, very importantly, a period of heightened opportunity. Since the leader is leaving, the organization is much more open to change than usual. Systems and culture become a bit “unglued.” They can be improved and put back together by board and staff in new and exciting ways that leave the organization stronger and more stable. An interim ED is an especially potent tool for making the most of the capacity-building opportunities in the transition’s neutral zone. The Interim ED Advantage: An Overview of the Benefits The use of an interim can have a variety of benefits that enable a nonprofit to transform the uncertainty of the transition period into an opportunity to create a solid platform for organizational growth. Conducting an objective organizational review Providing specialized skills and expertise Creating a separation from ways and means of the previous CEO Facilitating a fresh vision and sharpening the profile of the next executive Providing the new ED with a mentor who knows the ropes and the organization Avoiding the rush to hire by allowing the board to take the time needed to recruit a strong pool of candidates *A cost-effective strategy* The agency’s budget line item allocated for the executive salary, plus taxes and benefits, can be applied to the interim ED’s compensation. Calculated as a per hour rate, the compensation for an interim can be quite a bit more than the agency would typically pay its executive. (Hourly rates in San Francisco and Washington, DC vary from $55 to $85 per hour depending on the experience of the interim ED.) Interims can command the higher rate because they are veteran executives immediately ready and prepared to meet the needs of an agency. However, most interims can be hired for less than a 40-hour week—typically 20 to 30 hours per week. While the hourly rate is higher, the total cost need not be much more than the funds already allocated for the permanent executive’s salary. Additionally, interim EDs generally do not receive normal agency benefits (paid vacations, sick leave, insurance, etc.), which also reduces costs for the hiring agency. Looking for an Interim ED: Who and How to Hire Having presented the ways in which an interim ED can help a board take advantage of the change opportunities in a leadership transition, we will now discuss what to look for in candidates for the interim role, where to find the best candidates, and the typical terms of engagement. The interim ED assignment is not an executive training opportunity. The heightened vulnerabilities and challenges inherent in a leadership turnover are best handled by a seasoned manager who has mastered the complexities of the nonprofit CEO role. Given the executive experience criterion, interim ED candidates are largely mid-to-late career nonprofit professionals. All interim candidates are likely more skilled than the permanent ED most nonprofits will eventually hire. While all interim ED candidates are experienced, each has his or her own set of particular strengths. Some are suited to take on larger, more complex institutions. Others are particularly adept at engaging an advocacy organization with a culture of consensus decision making. Some have strong finance backgrounds, and they’re referred to agencies whose books are in disarray. Some are better at helping agencies revitalize their fund development strategies. An agency seeking an interim ED will usually prefer candidates with backgrounds in their particular business (e.g., homeless services, environmental advocacy, or the arts). However, the most important requirements are a honed administrative skill set and time-tested wisdom. The content knowledge is not essential. The need for demographic fit also needs to be addressed. To what degree is it critical that the interim leader match the same demographic profile that the agency would prefer in its permanent leader? A central skill in stepping into an agency is the ability to listen and learn. The sophisticated interim administrator can ask questions that insiders might not feel empowered to ask. Listening skills are critical in another way. Anxieties about the future are heightened in a transition. The interim leader is the steady presence amid the turmoil and doubt inherent in a creative change process. *Finding the right interim…quickly* As with any hire, before recruiting begins, it’s essential for the board to clarify which executive skills are particularly important to the agency in the months immediately ahead. Do the financial management systems need an upgrade? Is there a major fund raising dinner coming up that the interim will oversee? Does a complex government grant request need to be submitted? Is staff morale a major concern? The board will be aware of many of the tasks ahead. But some pointed conversations with program staff, all key managers, and the outgoing ED will provide a fuller picture of what the interim ED will be tasked with getting done. This process will also help the board set priorities on what it needs in the next ED. With a skills profile in hand, boards can draft a one-page job announcement that has brief sections devoted to: Agency Description (with Web site address); Interim ED Job Description (6 to 8 bullet points); Special Tasks in the Interim Period (e.g., Oversee completion of 2004 audit); Expected Interim Tenure (e.g., June through October); and How to Apply. Candidates are screened for the major skills needed, their general savvy about managing the complexities of the nonprofit ED role, and their availability for the full expected interim tenure—and for a few weeks beyond in case the search for a permanent ED takes longer than expected. In order to have good candidates available on short notice, some nonprofit consulting agencies maintain rosters of pre-screened candidates for interim positions. At CompassPoint and Maryland Nonprofits, for instance, veteran executives seeking to fill temporary roles are interviewed to determine their particular skills and job preferences. Other sources of candidates besides a nonprofit technical assistance agency could be the local community foundation, other nonprofit foundations, and peer agencies (e.g., the city’s network of human service agencies). An increasing number of regions have online sites for job postings where an interim position could be listed. *Going outside for an interim* To take full advantage of the transition period’s opportunities, most boards should hire interim leaders from outside the agency. An outsider likely will be more objective about what’s functional and what changes might better advance the agency’s mission. And the external candidate has greater independence for confronting disarray and dysfunction. For similar reasons, it is important that the temporary leader not be a candidate for permanent hire. The interim ED seeking to sell his or her candidacy for regular ED will be tempted to avoid confronting any issues that might alienate those who will make or influence the hiring decision. *Typical tenure* Interim tenures typically run from four to eight months. The period may be shorter if the primary task is to cover the final month or two between the predecessor’s departure and completion of an executive search. A longer tenure can be contracted for an agency needing significant “turn-around” work, where programs and systems have been seriously mismanaged. Outside the turn-around scenario, interim periods of longer than six months can become unhealthy for a nonprofit. The agency may appear to be stalled in the neutral zone as funders and other stakeholders become anxious to move into the future with a new permanent leader. The Interim ED On The Job: First and Last Steps The interim ED’s work encompasses, of course, the standard executive arena: overseeing finances, keeping fund raising goals on track, monitoring program operations, supporting managers, and attending to normal board needs. A second set of interim ED duties speaks to the special needs of an agency in transition. These include attending to staff anxieties, extra communications with wary funders and other supporters, helping the board keep up with its transition and search duties, making any repairs needed in agency systems, and, very importantly, creating excitement about fresh possibilities in the agency’s future. Getting on the same page—setting goals for the interim period. Getting connected with the staff and board Getting the numbers right—giving agency finances immediate and thorough attention. Checking contracts and contacts—reviewing contractual obligations and managing external relationships. Facilitating the transition—guiding the agency through the activities that support a healthy leadership transition. Teaming up with the transition and search consultant—partnering in the work to make the transition successful. Handing off the role to the incoming ED and helping in the orientation and installation of the new permanent executive. About the Author Before moving into his current position as head of Executive Leadership Services at CompassPoint Nonprofit Services, Tim Wolfred served 16 times as interim executive director of San Francisco Bay Area nonprofits. Tim began his nonprofit career in 1971 as executive director of an Illinois child welfare agency. He was an early organizer of local and national responses to the AIDS epidemic as executive director of the San Francisco AIDS Foundation from 1985 to 1989. He is co-author of two seminal studies of nonprofit executive director tenure and experience, Leadership Lost (1999 with Mike Allison and Jan Masaoka), and Daring to Lead (2001 with Jeanne Peters). Both studies were published by CompassPoint. [1] William Bridges has lectured and written extensively on his model for managing change in organizations. For an overview of the three stages of transition, see Managing Transitions: Making the Most of Change, 2nd ed. (Cambridge, MA: Perseus Pub., 2003.)
New Research
Results of Landmark National Leadership Transition Survey Published TransitionGuides through its research collaborator, Managance Consulting, is completing a national survey of over 2,200 executives from 50 states and Puerto Rico. Working with the Annie E. Casey Foundation and its national partner organizations, as well as sponsoring local or statewide organizations, this study is the largest survey ever on the topic of leadership and leadership transitions. The data confirm that 55% of nonprofit leaders are over age 50, the rate of leadership transitions in the next 5 years is likely to increase, and there continues to be limited leadership diversity in the sector, as people of color lead just 16% of the organizations surveyed. The complete report will be available in late-May. For the summary visit: www.aecf.org/publications. (See Leadership Development Publications).
New Resources
New Monographs Available in Late-May The Annie E. Casey Foundation and the Evelyn and Walter Haas Jr. Fund are completing three new monographs in their Executive Transitions Monograph series. They include Founder Transitions: Creating Good Endings and New Beginnings by Tom Adams, Interim Executives: The Power in the Middle by Tim Wolfred, and Up Next: Generation Change and Leadership of Nonprofit Organizations by Frances Kunreuther. For copies when available, please see: http://www.aecf.org/initiatives/leadership/reading.htm or www.transitionguides.com. Interest in Succession Planning Workbook Takes Off More than 300 copies of the Succession Planning Workbook and CD-ROM have been sold since being released earlier his year. Developed through a collaborative effort of JLH Associates, CompassPoint Nonprofit Services and TransitionGuides, Leader Development & Emergency Succession Planning Workbook and CD-ROM provides nonprofit executives and board leaders an easy-to-follow, step-by-step process for developing an emergency succession plan for key leaders and for thinking about how to integrate leader development into ongoing planning. To order the workbook and/or CD with a template that can be edited and adapted by your organization or for more information visit: www.transitionguides.com/about/publications.htm.
ETM Field-Building
Alliance for Nonprofit Management Pre-conference Sessions For the third year, TransitionGuides, CompassPoint and other management support organization leaders with ETM programs will lead one-day pre-conference sessions for interim executive Directors and for ETM consultants. This session sold out last year, so sign up early. This is a great introduction to ETM and interim executive practices and a helpful preparation for those considering developing a program or practice. This year the Alliance conference is in Chicago, July 14-17, 2005. For more info visit: http://www.allianceonline.org. Foundation Launches Comprehensive Succession Planning Program for its Grantees The United Methodist Health Ministry Fund in Kansas has contracted with TransitionGuides to lead two workshops for board chairs and executive directors of grantee organizations with follow-up coaching to support completion of an emergency executive succession plan. Kim Moore, president of the Fund, has also built into the project identification and coaching of management support organizations by TransitionGuides and scholarships for grantees to attend the Next Steps workshops and for MSO consultants to attend ETM training. This approach builds on the successful Organizational Leadership Succession Workshop developed by Neighborhood Reinvestment with the University of Maryland Burns Academy and TransitionGuides.
Recent & Upcoming Events
*Dates Set for Next Steps* Workshops for Long-term & Founding Executives** The popular Next Steps workshop is in great demand for 2005. This year this unique learning and networking opportunity for founder and long-term executives will be offered in three locations: New York in collaboration with the Support Center of New York, as well as sessions in Baltimore and the San Francisco/Oakland area. Next Steps will go international this year with a session in Canada this summer. Launched with support from the Annie E. Casey Foundation in 2002, the Next Steps workshops help long-term and founder executives explore the critical and complex issues around succession planning and transition. These intensive, two-day sessions provide a safe and confidential place to ask difficult questions and explore a variety of organizational and personal issues with peers and consultants. To date, more than 100 founders and long term executives have benefited from Next Steps workshops in the Mid-Atlantic region and Bay Area. May 12-13, 2005 - New York, NY - Co-sponsored with the Support Center for Nonprofit Management June 6-7, 2005 - Oakland, CA - Co-sponsored with CompassPoint Nonprofit Services Sept. 14-15, 2005 - Baltimore, MD To register or for more information click here. Call Tom Adams at (301) 439-6635 to explore hosting this effective and popular workshop for founders and long-term executives. First Web-based Succession and ETM Training Held The Enterprise Foundation hosted Tom Adams and Lisa Burford of TransitionGuides in the first web-based training on succession planning and executive transition management. Program officers from around the country participated in an hour-long session on succession planning and ETM and its application to the nonprofits they serve. For more information about web-based training through TransitionGuides, contact Melody Thomas-Scott at (301) 439-6635 or mthomasscott@transitionguides.com. Other workshops offered by TransitionGuides In March over 120 executives of the National Association of Community Service Programs attended an introductory succession and ETM workshop as part of their annual week-long training. Recently, foundation leaders of regional area grantmakers attended a session at the annual Forum for Regional Associations of Grantmakers led by Betsy Nelson of the Association of Baltimore Area Grantmakers and Denice Rothman Hinden of TransitionGuides and Managance Consulting. TransitionGuides also offers customized training on a variety of executive transition topics for foundations, nonprofit associations and other groups. Please call us at (301) 439-6635 for more information.
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