Exec. Dir. Succession Plan

HORACE MANN LEAGUE

SUCCESSION PLAN

WINTER 2022

The Horace Mann League Board of Directors recognizes its responsibility to make provisions for competent leadership for the organization.  In fulfilling this responsibility, the Board also acknowledges that situations arise which require a need for interim leadership and that future leadership transitions are inevitable.

Accordingly, the Executive Director Succession Plan is designed to address each of the following situations:

  • Provision for leadership during anticipated and unanticipated short-term absences of the Executive Director.
  • In the event of a permanent leadership change, the process of conducting an Executive Director search with a seamless transition of responsibilities.
  • Provide a Succession/Entry Plan for the successful transition of Executive Director responsibilities and duties.

The Horace Mann League Board of Directors is responsible for the approval, implementation, and any modifications of this policy and its related procedures.

  1. Temporary Unplanned Absence of the Executive Director
  2. In a situation when the Executive Director is absent temporarily, i.e., illness, leave of absence, and determined to be unable to carry out the Executive Director responsibilities, the following procedures will be followed:

As soon as possible, and not more than five business days after the date of the Executive Director’s absence, the board authorizes the board chair, or vice-chair in the absence of the board chair, to appoint:

  1. (Individual Name) to carry out the Executive Director’s functions.
  2. Several persons may be named to share responsibility for Executive Director functions. In such a situation, the responsibilities of everyone will be specified in writing in the succession plan document.
  3. The board chair is responsible to ensure that interim leadership arrangements are communicated to the board.
  4. These appointments will remain in place until the Executive Director is able to resume the Executive Director responsibilities. The board maintains the prerogative to appoint or discontinue interim leadership appointments at any time.

Planned and Permanent Absence of the Executive Director

  1. When the Executive Director decides to resign, retire, can no longer meet the responsibilities of the position, dies, or is terminated, the following shall be implemented:
  2. Within four weeks of a known permanent vacancy in the Executive Director position, the Board will assign a Search Committee consisting of five (5) board members.
  3. The Search Committee is expected to:
  4. Assess the status of the organization to identify leadership qualities that are needed.
  5. Develop compensation and benefit guidelines.
  • Review the candidate’s profile desired qualities with the Board for input.
  1. Keep the Board informed of its progress.
  2. Bring a recommended candidate/s to the Board for consideration.
  3. Maintain confidentiality.
  • Recommend to the Board a transition plan/timetable and support tools for the new executive. (MHS Alliance 2012)
  1. Succession/Entry Plan for the Executive Director
  2. Why a Succession/Entry Plan?
  3. It’s imperative that a new leader, whether an internal or external appointment, get off to a “right start.”
  4. It is important to honor the work of the past while determining organizational improvements.
  5. An entry plan is a systematic and systemic approach to beginning a new leadership position by hitting the ground listening and learning rather than hitting the ground running (Simon, 2010).
  6. A Succession/Entry plan provides time for a comprehensive review of existing programs, initiatives, strategic plans, organizational goals, membership, communications, etc. It also allows time for the outgoing leader to communicate with, share responsibilities, share internal organizational documents, share vison and values, and share historical knowledge of the organization with the new leader.
  7. A Succession/Entry Plan is an opportunity for thoughtfully rekindling the dreams and vision of both the new leader and the organization while properly celebrating the work of the outgoing leader.

Phases of a Succession/Entry Plan

  1. Phase I – Pre-Entry – This encompasses the period of time after leadership selection and before the official starting date.
  2. Phase II – Entry – This includes the period of time between the first day of work and the conclusion of the entry plan elements.
  3. Phase III – Synthesizing and Reporting – This includes synthesizing the data collected and delivering the report to the Board (Jentz, 1982).

Succession/Entry Plan for the Horace Mann League

Phase I: Pre-Entry – 90 Days

  1. Upon selection/appointment by the Board, current and future leadership begins a process of Executive Director responsibilities and organizational document sharing/review.
  2. Executive Director Job Description
  3. Mission, vision, By-Laws, belief statements, strategic plan.
  4. 501C3 Status and Federal Requirements
  5. Budget, finance, bank statements
  6. Executive Director Responsibilities
  7. Membership Documents
  8. HML Post Responsibilities
  9. Annual Meeting Responsibilities
  10. Quarterly Meeting Responsibilities
  11. Website Responsibilities
  12. HML Podcast Responsibilities
  13. Internal and External Communications
  14. Monthly Calendar
  15. Technology Responsibilities
  16. Equity Responsibilities
  17. Other Responsibilities

The current and future leader report progress to the Board.

Phase II: Entry – Entry – 270 Days

  1. The current leader and new leader continue to work together to review and discuss Executive Director responsibilities and duties.
  2. The new leader begins to transition responsibilities to the new leader with proper oversight.
  3. The new leader begins to “interview” the Board Officers and Board members on their visions for the future of the Horace Mann League.
  4. The new leader compares the future visions of the Board to the strategic plan.
  5. Current and future leadership, along with the Board, determine Emeritus-type status for the outgoing leader.
  6. Current and future leadership complete the successful transition of all Executive Director responsibilities.

The current and future leader report progress to the Board.

Phase III: Synthesizing and Reporting – Upon Completion of Phases I and II

  1. The new leader reports to the Board on the findings of the new leader regarding the succession/entry plan process and recommendations for improvements for the succession/entry plan and of the organization.

NOTE:  This is a framework for a successful Succession/Entry Plan.  This can be edited and revised at the discretion of the sub-committee and the Board.

Questions for the Board:

  1. Will the Board be adding a person as an assistant to the Executive Director with the understanding that this assistant will assume the Executive Director position in 2023?
  2. Does the Board wish to appoint the Executive Director’s replacement in 2022 to take over the position in 2023?
  3. Does the Board wish to add the position of Assistant Executive Director as a permanent position?
  4. When/How does the Board grant Emeritus-like/voting status, to the current Executive Director? Does the Board simply appoint the current Executive Director as a Board member?
  5. Does this document become policy of the Board?
  6. Do any of these decisions require a By-Law change?