[quote=whandley]
Structure, structure, structure… There must be a current NACHI road map, so to speak as to what the organization was, is and is going to be. There must be a specific, “Documented” job description for each employee and operational descriptions for each of the individual committees. Interested parties of any quality and integrity will want to know what the job entails and where the organization expects to be taken. A Board of Directors should be elected and the ED should be a paid position. The ED would be responsible for day to day operations of the organization including all staff. Directors should meet monthly, their duties would be oversight of the NOT FOR PROFIT organization, including financial matters, ED and other staff performance reviews and of course providing volunteer services for other committees without conflicting the day to day operations of the ED. You won’t possibly be able to set this up correctly in ten weeks…
There are consulting companies that do nothing other than work with setting up and establishing not for profit organizations. There are consultants that provide start to finish protocols including running the onsight meetings, interviews and evaluations for employing your next ED. There are even specific investment brokerage firms, “Paley Needleman”, for example that work only with not for profit organizations in maintaining the highest integrity investments and portfolio’s so as to protect membership and officers a like.
There is indeed, a lot to do at the worlds largest inspection organization.
quote]
I agree wholeheartedly. It’s somewhat unsettling that the question even has to be asked, “How should we find our next Executive Director?”, if we are indeed the largest and greatest home inspection organization. There does not seem to be much in the way of stable, systematic organization. Most viable, stable organizations have pre-determined methods for assuring succession, even if vacancies are sudden and unexpected.
I agree with Will H., that perhaps it is time to take a good hard look at the organization and spend some time strategizing, setting realistic, attainable goals and implementing, well though out, comprehensive plans to take us to the next level.
Perhaps John Bowman’s immediate successor should be an “interim” postion, who’s primary task would be to nurture and guide NACHI to the next level.
As a new, dynamic organization, the way NACHI has been operated in the past has probably served it well. But if we are to play in the big leagues, there has to be more stability in the organizational structure. That doesn’t, however, mean that we have to lose our creativity and dynamism. Look at companies such as Google. (yes I know they are a for profit company, and it makes a difference). They have creativity built into their structure, but they also have a definite structure and everyone knows who’s in charge. (Read recent “Time” article).
Harvey’s proposals, generally are pretty good, and I’m sure that by the time I get this posted there will other good suggestions.
I’m proposing, though, that some concerted, deliberate time be taken by our organization to thoroughly look at the organization in-depth from top to bottom, and lay out an all encompassing strategy for moving us onward and upward to the next level. Hire an outside consultant as Will H. suggested. And since this isn’t going to happen within 10 weeks, make John’s successor an “interim” position.