You Asked. Here's My Take.
The Question:
"I'm the Board Chair of a nonprofit, and our Governance Committee is beginning the process of recruiting and nominating new Board members. We're trying to figure out whether our Executive Director should be part of that process. Is it appropriate for the ED to participate when the Board is ultimately responsible for electing its own members?"
My Take: Absolutely. In fact, I think it's a mistake when they aren't involved.
I've seen organizations where the Governance Committee handles recruitment and nominations entirely on its own, leaving the Executive Director out of the conversation. I understand the thinking. The Board has the fiduciary responsibility and, subject to the organization's governing documents, the authority to elect its members. Why should the person who reports to the Board have a say in choosing who's on it?
Because the Executive Director often has the fullest picture of what the organization actually needs. They know the programs, finances, staffing challenges, strategic priorities, and relationships that make the organization work. They see things that individual Board members, even very engaged ones, may not.
And they should absolutely have a voice in determining what skills, perspectives, and relationships the Board needs next.
I'd actually go a step further. I think the Executive Director should have something approaching a veto in the nomination process.
Now, I'm not suggesting the ED should formally elect Board members or have unilateral authority over the Board. That's not their role. But if an Executive Director has serious concerns about a potential nominee, the Governance Committee should take those concerns seriously enough to stop and reconsider before moving forward.
That doesn't mean the ED gets to reject anyone who might challenge them or ask tough questions. Good Board members should do both. But the ED should not be ignored when they raise legitimate concerns about someone's fit, judgment, or ability to contribute.
I also think Executive Directors should be actively suggesting candidates. Think about it. They're out representing the organization every day. They're meeting donors, community leaders, partners, and stakeholders. They're building relationships with people who may be terrific future Board members. Why would we ignore that network when building our Board?
My recommendation:
Include the Executive Director in the Governance Committee's nomination discussions. Give them a meaningful voice in identifying needs, evaluating candidates, and suggesting prospects. The Board still makes the final decision, but it should be an informed decision.
And for Executive Directors interviewing for a new position, I'd encourage you to ask how the organization handles Board recruitment. Do you have a voice in the process? Will you be invited into those conversations? It's worth understanding before you accept the job.
The goal isn't to let the Executive Director choose their own boss. It's to build the strongest possible Board for the organization. And that takes partnership.
You Asked. Here's My Take. is a new series from True Compass Strategies where I answer real questions about nonprofit leadership, governance, and strategy based on my experience leading organizations and serving on Boards. Have a question you'd like me to tackle? Send it my way to jason@true-compass.com.