The nonprofit board is responsible for hiring the senior professional. From there a great team develops.
As an example, the hiring responsibilities of the parochial school board are limited to hiring the principal. If the board feels it is necessary to hire any of the teachers or other key staff member, it is time to ask, "Do we have the right principal?" The role of the board is to act as a sounding board and ask the right questions to help the principal make the best possible decision.
Wanting to hire key staff members is symptomatic of one of two board problems:
The board is micromanaging the organization
The executive was hired before he or she was ready to handle all of the responsibilities of the job
Every board wants a great team. That is the "good heart" behind the attempt to micromanage the process. However, it undercuts the senior leader. It tells the staff that the board lacks full confidence in the ability of the leader. It sends a mixed signal to the new hire (We hired you. You report to the leader. We have ultimate control.). It opens the door for any staff member to go over the head of the leader.
If the leader lacks the experience or has a demonstrated lack of skill hiring staff, it is time to help him or her by providing additional coaching or training. If after coaching and training, the leader still lacks the necessary skills it is time for the board to admit it made a hiring error and find a new leader.
If the board has great hiring and recruiting skills, it will hire a great leader who can assemble a great team. If the board lacks the skills necessary to hire a great leader, it is compounding the problem by attempting to hire the leader's subordinates.
Remembering that boards monitor activity and set policy to enable the plans to succeed, how can the board ensure the key staff members are great choices without micromanaging? The simple answer is, "Ask the right questions."
Of course, before the questions can be asked, the board needs to write a policy that says the leader must review his or her choices with the board or a committee of the board, before the job offer is made. This establishes the parameters for monitoring the hiring process.
Some sample questions the board committee might ask are:
What are the top three weaknesses of this candidate? (Now we know the hiring process is objective.)
What does the professional development plan look like for the candidate and what will it cost to implement the plan? (Now we know there is a plan to overcome the weaknesses of the candidate and help ensure they will be successful over the long run.)
Why will this candidate be better for the clients than the others you interviewed? (Again, the decision is being made objectively and with the best interests of the mission in mind.)
We have a wonderful portfolio of talent. Why are you confident this candidate will improve the average of our portfolio? (Now we know the hiring process will raise the level of excellence in the agency. Related articles are "Get the Right Board Members" and "New Teachers Are Coming".)
The preceding questions ensure the leader is being objective (weaknesses explored), is looking to the future (professional development plan), is thinking about the clients and mission and being selective, and is focused on excellence (improving the portfolio of skills).
Next Step:
Remind the board that hiring staff is the leader's job
Determine if the leader needs additional training in interviewing and selecting candidates
Help the board develop the right questions to audit the leader's decision if the board needs reassurance that good decisions are being made
Give the leader the benefit of the doubt when staff hiring decisions are being made
Low staff retention rates are a barrier to sustainability. Staff retention is higher when the leader is able to select and develop the team. Sustainability also improves when the staff is hired with the intention of improving the level of excellence (hiring above the average of the staff portfolio). The focus on excellence also challenges the current staff to be constantly improving. This of course requires the board to be committed to investing in the professional development of the staff.
Are you letting your leader manage your talent portfolio or is the board trying to manage the talent portfolio?
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