While taking the next step up the career ladder, many interviewees for management positions are baffled to find they are being evaluated by the very people who would be reporting to them.
This situation is becoming more and more common as nonprofits see the value of including a range of stakeholders in the interview process, particularly when filling key positions.
Consider this a wonderful opportunity to get to know the organization, the personalities and even to some degree the competencies involved. And understand that if the senior staff give you the nod, your life is likely to be much easier if you eventually take the job. After all, they helped choose you, you weren’t just “foisted on them” by the board.
In many cases, this type of interview is the best approach. Even under the best of circumstances, replacing former executive directors can be difficult.
I used to work for an organization that had the same executive director for 40 years. The organization went through six executive directors after him, most lasting no more than six months, as they sought to find another “Simon.”
They lost the chance to take advantage of some excellent skills and move the organization forward – albeit in a different direction – during this process.
In this economy, you want to be sure you are taking on the right job before giving up the one you have. So, here are several suggestions that will help you make the best decision.
Come prepared with your own questions that get at how well the staff interacts together, how they interpret the vision and values of the organization, the degree to which they welcome direction from the top, how valued they have felt under the current administration and what they saw as the outgoing director’s strengths and weaknesses.
Obviously, you’ll have to be careful how you phrase some of these. You might use the old interviewer’s trick of posing hypothetical situations to see how they would respond to your style.
Ask to look at the budget, audit and organizational policies. Go through these carefully to be sure you understand not only the organization’s current position, but the implications of that position. If you meet resistance to this request, volunteer to sign a confidentiality statement. If there is still resistance to sharing these documents, run. You must know what you are facing.
Talk to your colleagues in the community. What rumblings have they heard, both good and bad? Realistically, are you comfortable taking on the obvious challenges?
Finally, if you should be offered the job and you decide to take it, ask for a contract. Get yourself a labor attorney to read and/or prepare it so that you insure your interests.
Terrie Temkin is founding partner at the Miami, Fla.-based management consulting group CoreStrategies for Nonprofits Inc. For five years, her “On Nonprofits” column appeared biweekly in The Miami Herald.