Executive Searches: Balancing Board and Staff Engagement Effectively
When leading a nonprofit leadership search, balancing the roles of board members and staff throughout the executive search process can be both complex and crucial. As an executive search firm specializing in CEO, Executive Director, VP, and C-level recruitment, we regularly help organizations navigate this challenge. Thoughtful engagement at the right stages fosters buy-in, strengthens decision making, and sets up your next leader for success.
Listening to Staff During the Discovery Phase
Staff engagement should start early. In the discovery phase, gathering input from staff is not just a courtesy but a strategic advantage. Staff perspectives provide insight into the organizational culture, operational needs, and day-to-day challenges that a new leader will need to understand and address.
While boards often focus on strategic direction and leadership qualities, staff voices help clarify the lived experience of the organization. This input can shape a more accurate candidate profile and ensure the executive search process centers both strategy and culture.
Consider structured listening sessions or confidential surveys to encourage honest staff feedback. Their insights can guide key elements of your search, from position description to interview questions.
Strategic Staff Involvement During Interviews
For organizations that choose to involve staff in candidate interviews, thoughtful planning around timing and structure becomes essential. Some boards of directors may feel their organizational culture calls for staff perspectives in assessing leadership fit, while others may prefer to limit participation to governance leaders.
For those who opt to include staff, we typically recommend doing so after core competencies have been evaluated. Involving a small, diverse advisory panel of staff during finalist stages—when appropriate—can offer valuable insights into cultural alignment and leadership style without overcomplicating decision making.
Staff participation should be clearly defined and focused on assessing organizational fit rather than technical qualifications. For boards and leadership teams that prioritize transparent, collaborative cultures, this approach can help foster trust and demonstrate respect for staff expertise. However, the decision to involve staff is always contextual and should reflect each organization’s unique values, governance structure, and leadership needs.
Involving Both Board and Staff in Finalist Engagement
When your search reaches the finalist stage, broadening engagement can be beneficial. Organizing informal meet and greet sessions between finalist candidates and a wider cross-section of staff offers valuable two-way perspective. Staff get a chance to connect with potential leaders, while candidates gain authentic insight into the organization’s culture and people.
Simultaneously, the board should remain central in guiding the decision. Direct engagement between board members and finalists is essential in aligning on vision, strategy, and leadership philosophy.
This balanced approach ensures that both governance leadership and organizational culture help inform the final hiring decision.
Navigating Sensitivities Around Internal Candidates
Handling internal candidates requires care and clarity. If staff members apply for the executive role, transparency and consistency are critical throughout the process. Treat internal candidates respectfully, providing clear communication about timelines and decisions.
When staff are involved in interviews or engagement sessions, be mindful of potential discomfort for internal applicants. Structuring the process to protect confidentiality and minimize awkward dynamics can help preserve morale and trust, regardless of the final outcome.
Similarly, ensuring the board is aligned on how internal candidates are evaluated in relation to external applicants is essential to maintaining fairness.
A Thoughtful Approach Strengthens the Process
Effective nonprofit leadership searches are as much about building future working relationships as they are about choosing the right leader. By balancing board involvement with intentional staff engagement, your organization can foster alignment, encourage buy-in, and support a smoother leadership transition.
In our experience as executive search partners, organizations that engage both staff and board voices at the right moments tend to build stronger, more sustainable leadership foundations. Thoughtful process design not only leads to better hires but also reinforces organizational trust and cohesion.
About the author:
Chartise Clark is the Founder and Managing Partner of Avra Search, a nonprofit executive search firm specializing in leadership recruitment, board advisory, and diverse hiring strategies. She partners with mission-driven organizations to build inclusive leadership teams and support effective executive transitions.
