The Patterson Foundation (TPF) helps facilitate conversations for nonprofits and civic organizations around the creation of alliances, collaborations, partnerships, networks and mergers.
Lofty goal, right? Well, yes.
Here’s a glimpse into what we’re doing:
Early on, we determined that capacity building in the field is essential. In May, The Patterson Foundation hosted Phase 1 La Piana Consulting training for 22 well qualified nonprofit consultants throughout Florida. Through our partnership with La Piana, we made modifications to enhance the program.
What did the consultants learn? I’ll skip over the technical to talk about case studies. Consultants need to know how to react in situations that invariably come up during partnership negotiations, and La Piana presented a few thought-provoking case studies. The conversation among consultants—as they talked through the scenarios and ramifications— was fascinating! In each case study, there are only a few wrong answers and many right. The class of 22 got ‘many right’!
(Pictured above is the group from Jacksonville, along with Bob Harrington, Director of Strategic Restructuring, La Piana Consulting, who conducted the training. Left to Right: Jim Dixon, Jana Ertracher, Julia Burns, Bob Harrington, Leah Donelan, Jim Penrod and Bob Hawkins.)
Here’s one of the case studies. What would be your recommendations?
Two organizations are in negotiations of a potential merger. Organization A has a vacancy in the CEO position. Organization B has a long-term CEO in place. During the discussions–and in side comments– you have heard from representatives of Organization A, that they do not have confidence in the leadership of the CEO of Organization B to lead a merged organization. The Negotiations Committee asks you for suggestions on the CEO leadership determination process.
Hi Pam,
Are you sure we didn’t do this one in the class? Seems familiar to me. Anyway, I do have some thoughts I’d like to share…
First some background to position my recommendations: The resulting merged organization will likely be a different, and somewhat larger entity. Whoever is selected as CEO/ED will have to deal new funders and funding sources, perhaps with a broader service base, with new systems, new employees, policies and board dynamics. The new organization will likely require skills, and relationships that the leader from organization B may not possess.
I have two options, one is more in depth and the other is a quick fix: Option 1 involves the establishment of a task team to complete a job analysis and candidate sourcing for the CEO/ED position (one sourced candidate who would be invited to compete for the new position would be the leader of organization B). The task team would be made up of selected board members from both organizations to develop a description of the needs and requirements for the new leader. Depending upon time available for such a task, the leader from organization B would be appointed as an “acting” leader for the new entity until the more formal selection process could be completed. Option 2 (the quick fix) This option begins with the assumption that the new position is a pretty good fit with the leader of organization B. The solution would involve giving the position to the organization B leader and as a tradeoff giving the next level of senior positions to the senior leaders from organization A. Option B may well require some mop-up work to develop and strengthen the new top leadership team.
-Jim
You rock Jim Dixon! Yes the case study seems familiar to me as well. Love your options. Couldn’t have said them better myself(smile)I would include an inquiry into why Group A doesn’t have confidence in the CEO of group B no matter what position he takes. Sometimes people make professional sounding comments like “he doesn’t have the skills” when there is a hornet’s nest underneath.