In an ideal world, one of the things a nonprofit board of directors does is annually evaluate the performance of the executive director. But let’s be honest, how often does that actually happen?
I once had an executive director so desperate for feedback about her job performance from a board who refused to evaluate her that she hired me to interview board and staff and write her performance review.
Perhaps boards are uncomfortable with reviewing the CEO, or they don’t know how to manage it, or they are simply unaware that it’s their responsibility. Whatever the reasons, effective evaluation of nonprofit CEO performance doesn’t happen enough in the sector.
But for a nonprofit to be effective and sustainable there must be a system in place for regularly evaluating it’s chief staff member (not to mention the rest of the staff and the board of directors itself, but those are for another day).
As I’ve said before, the head staff member (CEO or executive director) is the most important position in a nonprofit organization. She affects the level of engagement of the board, the financial sustainability of the organization, the productivity of the staff, and ultimately the organization’s ability to achieve it’s mission. She is the chief spokesperson, chief fundraiser, chief cheerleader and so much more. At the very least, she deserves to know, on an annual basis, how well her board and staff think she is doing.
The CEO evaluation is an opportunity for the board to discuss the performance of their lead staff person, whether the organization is going in the right direction, and what, if any, adjustments need to be made. The discussion can offer a real point of organizational self-reflection that can re-energize and re-orient all involved.
So in order to inspire your nonprofit to create an annual system for evaluating the performance of your CEO or executive director, I’d like to offer some suggested questions to guide your board’s process. Ideally the board’s Governance or Board Affairs committee would be charged with managing the CEO evaluation each year. These are the types of questions they would want to answer (by surveying, compiling and analyzing staff and board feedback):
- What does the CEO do really well? What are his/her strengths as the leader of our nonprofit?
- Where is there room for improvement? What are his/her weaknesses as a leader of our nonprofit?
- How well does she/he recruit, manage and develop the board?
- How well does she/he recruit, manage, and develop the staff?
- How well does she/he guide the overall strategy of our nonprofit?
- How well does she/he serve as a spokesperson and external relationship builder for our nonprofit?
- How well does she/he ensure the financial sustainability of our organization?
It is critical to mention that the data gathered in the review process should be kept anonymous. You want board and staff to feel free to be honest in their responses and not fear reprisal or embarrassment for their candor. And when the board delivers the final evaluation to the CEO, they should do it in a way in which the CEO feels appreciated for the things she does well and supported in addressing any areas of concern. Ideally both board and CEO come away from the process feeling that the CEO has a clear path for the coming year and the tools and support she needs to get there.
If you need help getting your board moving forward on this process, or help coaching your leader to become more effective, check out the Leadership Coaching services I provide.
Photo Credit: Packer, poster artist, U.S. National Archives and Records Administration