Reviving the Exectuive Director Evaluation

In a few hours I will sit down to provide a new Executive Director (hired spring 2011) a performance review. I am a board member of the nonprofit run by this director. As part of my organizational service and because I believe in taking time for reflection, I will be in that room.

This week I don't have the time for this meeting. My plate is full of work from paying clients and personal commitments long overdue but I will be there. I was quite surprised at the lack of board participation when this topic came up on an agenda a few months ago.

Several follow up emails from the board president to collect feedback went virtually unanswered.

According to The Compass Points Daring to Lead Study, only 45% of nonprofit CEO's receive a performance review. A recent Board Source article sites a destructive paradigm that develops as a result, "Resentment comes from the executives, who are too often either resentful of the review process or even more likely and paradoxically, disgusted with the board for not conducting one."

Before writing off the review of an organization's Executive Director as another task on a long to do list consider the opportunity it presents for the entire organizations and your senior leadership. This review offers the strengthen the working relationship between the ED and board, build confidence in the organization, identify and address challenges in the overall program and praise your leadership team on jobs well done. In the day to day management of a nonprofit the opportunities to get a balcony perspective on things are rare and yet those are the opportunities for rich dialog and growth.

My challenge to board leaders is this: make the commitment to an annual review of your organization's Executive Director, breathe life into the process and look for the rewards it offers the organization.

Tips for Breathing New Life Into Executive Director Review Process

• Provide board members with a framework for feedback. For example, ask each member to provide three comments on the director's performance in the following areas of organizational competency - Leadership, Management, Planning and Assessment, Budgeting and finance, Fundraising, Marketing and Public Relations, Professional conduct

• Start the process with a written self-assessment from the Executive Director about their performance over the last year.

• Busy board? What about the board president sending a survey with an embedded rating system for each question. Survey Monkey is a terrific tool and offers a free version.

Remember to finish the review looking forward. This review isn't an isolated activity, it's part of a process. Come to the meeting with two to three performance objectives for the coming year, this builds the foundation for the conversation next year.