Internal Candidates in Nonprofit Search.
Internal Candidates in Nonprofit Search.
We are often brought into searches where there is at least one internal candidate and, at times, multiple internal candidates. Our clients are, rightfully so, deeply concerned about how to navigate the complexities of the internal candidate as typically internal candidates are critical members of the leadership team. When a CEO is leaving an organization, retaining key senior management, at least through the transition, is an essential priority.
While there may be a strong internal candidates, often times organizations still want to engage in a comprehensive search to ensure that they have done their due diligence. They want to be sure that they have turned over every stone s(or scoured the universe) to be sure that the internal is in fact the best choice.
At Noetic we have often been told by internal candidates that our interactions are informative and respectful. While managing candidate expectations, whether internal or external, we understand that managing the expectations of internal candidates is essential to making sure the internal candidate is motivated to stay with the organization regardless of the outcome.
How do we do this? We treat them with transparency and empathy. We understand that is often scary to put oneself in the vulnerable position of being a candidate in a competitive search where your leadership, colleagues and staff already you’re your skills. We start by making sure the internal candidate clearly understands the process, so they know what to expect every step of the way. We spend time with them in our interview listening for their experience as well as their vision for the organization. We coach the internal candidate to be able to articulate the future opportunities as an internal they have an obvious advantage over the external candidates who will not have inside knowledge of critical dynamics within the organization as well as externally.
We want to hear internal candidates providing objective input on where the organization can improve since the opportunity to recruit a new leader should be a time to reflect on what is working well and where there can be greater programmatic impact, improved operational efficiencies with a keen focus on long term fiscal sustainability. We also are listening for self awareness and humility. Knowing where they will need support and coaching, how they believe their colleagues currently perceive them and how likely would they be to accept them in the new role.
While the majority of our clients end up selecting an external candidate because they are able to bring in new ideas, energy and experience, the value of promoting an internal candidate is significant. It allows for continuity and demonstrates a commitment to professional development and growth for all employees. This can be overall morale boost during a time of transition where many times people are fearful of the unknown.
In our experience, when an internal is selected to be the next leader, it is often because the organization has been through a significant amount of change in a short period of time. Often the internal candidate is supported by the majority of the Board and staff.
Ultimately the goal of a successful search is to find the RIGHT person for the job. Should the Board select the internal, in the course of the search both the Board and the staff have been through a process of reflection. Additionally, the Board will learn what other organizations are doing and what the market is seeing as it pertains to funding and growth opportunities.
Armed with this new perspective an internal can provide less disruption while also pushing for new thinking. If the Committee selects the external candidate, it is typically because they are excited by the vision and energy that a new person will bring. The ultimate goal is identifying the person who will ensure that the organization is increasing its impact on the communities that they serve.
