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Includes an exercise to develop consensus on which competencies should be prioritized for a future Executive Director role, using numbered competencies for individual and small-group comparison. Provides a sample Executive Director succession policy covering purpose, definitions, board and executive committee responsibilities, internal controls, and procedures for emergency and planned succession transitions.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":41,"@type":70,"position":76},"https://docshare.wps.com/template/letters/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/succession-planning-resources-potential-executive-director-core-competencies-sample-succession-policy/253977/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/succession-planning-resources-potential-executive-director-core-competencies-sample-succession-policy/253977.png","ImageObject",442,249,{"name":88,"@type":89},"Cart","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-22","2026-09-13",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",8,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What is the purpose of the sample Executive Director succession policy?","Question",{"text":109,"@type":110},"The policy ensures continuity in leadership and management of key organizational functions during a change in Executive Director or when the Executive Director cannot fulfill the role’s duties.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What are the two types of succession defined in the policy?",{"text":114,"@type":110},"Emergency Succession covers unexpected inability to fulfill key duties, while Planned Succession is known in advance with sufficient time for preparation, search, hiring, and transition.",{"name":116,"@type":107,"acceptedAnswer":117},"Who is responsible for implementing the succession policy?",{"text":118,"@type":110},"The board delegates implementation authority to the Executive Committee, which must inform the board of its decisions and actions and ensure integrity of internal controls during transition or absence.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},253977,1790230011,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":40,"category_name":41,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":45,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":141},18829141979164,"https://eur-avatar.wpscdn.com/davatar_6f874abed73319feea01a86fa6f0fab8","Potential Executive Director Core Competencies  \n\n| Leadership Competencies | Interpersonal and Communication\u003Cbr>Competencies | Business and Management Competencies | Personal Attributes |\n| --- | --- | --- | --- |\n| 1. Demonstrates the | 7. Advocacy. Ability to | 15. Non-profit management experience. Ensures operational compliance of the | 27. Demonstrated passion for the |\n| ability to lead | communicate a position | organization with all federal, state and local laws and regulations governing | organization’s mission. |\n| through and | and persuade others. | activities. |  |\n| toward shared |  |  | 28. Self-starter. Goal-driven. A |\n| vision and values. | 8. Ability to listen and to hear other viewpoints. | 16. Natural resource expertise including forest management, wetland management, wildlife management, and/or water resource protection. | record of productivity. |\n| 2. Demonstrates |  |  | 29. Purpose-driven |\n| responsiveness to | 9. Builds trust and strong | 17. Knowledge of land trust conservation methods and techniques. | leadership. Able to distinguish |\n| conditions. | relationships. | 18. Designs a programmatic work plan and systems to implement vision. Thinks | and articulate difference and connections between personal |\n| 3. Strategic and insightful. | 10. Ability to attract, inspire, collaborate with, and motivate others. | strategically, and implements tactically. Recognizes the connections between fundraising and programmatic goals. | and organizational vision.\u003Cbr>30. Sound Judgment. Ability to sift |\n| 4. Community- |  | 19. Manages the diverse needs and wants of the organization. | through alternatives, |\n| minded and | 11. Deals well with |  | deliberate, and then arrive at a |\n| mission-focused. | conflict. Handles adversity with grace. Keeps a sense | 20. Understands and implements financial management, systems, and controls. | sound decision. |\n| 5. A team player and | of perspective. | 21. Generates revenue aligned with an effective program and business model. | 31. Persistence. Perseveres |\n| a team builder; |  | Skilled in grant-writing and annual giving and major gifts fundraising | through difficult times for the |\n| develops others | 12. Experience with marketing | techniques. | organization. |\n| and strong and | and branding and strategic |  |  |\n| successful teams. | positioning. Understandshow to craft meaningful | 22. Plans, initiates, manages and negotiates real estate transactions, including acquired and donated land and easement projects. | 32. Stamina. Can tolerate long days. Can carry on a full day of |\n| 6. Recognizes the | messages to connect with |  | back-to-back meetings and still |\n| role the board | key audiences. | 23. Builds meaningful relationships with individuals across the organization. | function effectively. |\n| plays. | 13. Strong public presentation | Nurtures relationships with diverse backgrounds and value systems. |  |\n| Understands | skills. Strong writing skills. |  | 33. Practices self-awareness. |\n| Executive |  | 24. Develops a team environment and fosters empowerment within the |  |\n| Director’s | 14. Communicates effectively | organization. | 34. Manages time effectively. |\n| responsibility to | and strategically with the |  |  |\n| the board. | board and works at multiple levels – while board, committees, individuals. | 25. Manages staff development; practices coaching and mentoring of staff.\u003Cbr>26. Supports a flexible and“learning”organization equipped for adaptive change. | 35. Asks for support when needed. |\n\nCore Competencies – Understanding Your Priorities  \nThe goal of this exercise is to develop consensus regarding priority core competencies for a future Executive Director position. Please refer to the Executive Director Core Competencies handout to complete this exercise. Place the numbers related to the competencies you consider to be core in the center circle. Place the numbers for other competencies in other concentric circles based on your perspectiv","cbCaibr92QLE2KAe","https://ap.wps.com/l/cbCaibr92QLE2KAe","pdf",705419,"English","# Potential Executive Director Core Competencies\n## Leadership Competencies\n## Interpersonal and Communication Competencies\n## Business and Management Competencies\n## Personal Attributes\n# Core Competencies – Understanding Your Priorities\n## Prioritization exercise steps\n# SAMPLE EXECUTIVE DIRECTOR SUCCESSION POLICY\n## Purpose\n## Definitions\n## Policy\n## Successor Executive Director","[{\"question\":\"What is the purpose of the sample Executive Director succession policy?\",\"answer\":\"The policy ensures continuity in leadership and management of key organizational functions during a change in Executive Director or when the Executive Director cannot fulfill the role’s duties.\"},{\"question\":\"What are the two types of succession defined in the policy?\",\"answer\":\"Emergency Succession covers unexpected inability to fulfill key duties, while Planned Succession is known in advance with sufficient time for preparation, search, hiring, and transition.\"},{\"question\":\"Who is responsible for implementing the succession policy?\",\"answer\":\"The board delegates implementation authority to the Executive Committee, which must inform the board of its decisions and actions and ensure integrity of internal controls during transition or absence.\"}]","Succession Planning Resources - Potential Executive Director Core Competencies & Sample Succession Policy | PDF",1789272554,7]