Your biggest challenge is to resist the pressure to act too quickly. The following are some steps to consider:

• In the first week after the departure, take stock of the key issues facing the organization and the leadership and resources available to manage the transition.
• Develop a plan that pays attention to all three phases of transition—getting ready, recruiting, and post-hiring.
• Build extra time into your plan to identify and attract a diverse pool of candidates.
• Consider whether outside assistance from a consultant or facilitator friend of the organization is needed to get the full picture of the organization and its needs.
• Retain outside help unless you have an experienced volunteer with immediate time and expertise to devote to the transition.
• As soon as possible, let staff, board, and other stakeholders know about the transition. Tell them in writing and face-to-face where possible. Let them know when the executive is leaving and who will head the search committee. Invite input into the attributes of the next executive, priorities of the organization, and possible candidates.
• Review your compensation package, add an employer-paid retirement plan if you don’t have one, and stay open about the final salary until you’ve tested the market for candidates.
• Say an appropriate goodbye to your departing executive and celebrate his or her contribution to the organization.
• Communicate regularly with the departing executive, board members, and other key stakeholders.