09/17/2026
For decades, we’ve partnered with Boards through consequential leadership decisions. These are some of the questions that come with the territory.
How involved should the Board be in the search?
The Board should own the decision without having to manage every step of the process. A well-defined search committee can keep the work moving, with clear points of engagement for the full Board to align on the leadership mandate, evaluate finalists, and ultimately make the appointment.
What if our strongest candidate doesn’t come from our sector?
Sector experience can matter, but it shouldn’t become shorthand for readiness. The more important question is whether a candidate has successfully led through the complexity, scale, stakeholders, and challenges the organization is facing now.
Do we need a search if we already have a strong internal candidate?
Looking at the broader market can help the Board test its assumptions about what the organization needs next and understand how its internal talent compares with other possibilities. If the internal candidate emerges as the best choice, the Board can move forward knowing the decision was tested, not assumed.
How do we compare an internal candidate fairly against the market?
Start by defining what the organization needs from its next leader. Then assess internal and external candidates against those same criteria, giving the Board a consistent basis for comparison. A rigorous process doesn’t disadvantage an internal candidate. It gives the Board greater confidence that the person selected is the right choice for what comes next.
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