Whether they go by the title executive director, or chief executive officer (CEO), the leader of your nonprofit is responsible for a host of tasks and duties. The leader oversees staffing, training and performance. They engage with the board, and oversee all operations. They direct and guide the organisation to achieve financial stability and sustainability. Whether or not your nonprofit is able to grow into a strong organisation capable of delivering services to its community and achieving the overall mission comes down to this executive’s level of leadership.

Evaluations are Important — So Why are They Given So Infrequently?

Just like any other position, feedback is critical for leaders, because it gives them insight into what they are doing right, and, what areas they need to improve upon. For this reason, it is a bit of a mystery as to why so many NFP boards neglect to tell their leaders just how they are doing in the form of regular performance reviews.

One sure way to improve the performance of your leader, and ultimately your NFP, is to provide at least an annual review of your leader’s performance. The following are a few questions that can help boards gather the information that is necessary to evaluate performance, as well as assist in developing future goals and benchmarks to measure improvement.

Strengths and Weaknesses

What is your CEO’s overall level of performance? Are there any actions that were especially well received or disapproved of by the board? What are your leader’s main strengths, and how do they enhance the leader’s performance and the performance of your nonprofit? What are your executive’s main weaknesses and areas of performance that they could improve upon? Are there any specific skills that the leader should work on improving to enhance the NFP’s ability to achieve its mission?

Strategy

How helpful has the CEO been in assisting the board to develop plans and strategies to achieve the mission? How effective has the executive been in implementing a comprehensive strategy in key areas such as budgeting and finances, fundraising and partnership building?

Fundraising and Finances

Has your chief executive assisted the nonprofit to achieve the level of fundraising that it needs to fully fund operations and services both now and into the future? Is your organisation’s finances sound? Has the leader’s financial planning, spending and oversight been adequate, or, have there been any issues such as conflicts of interest, mishandling of funds, outright theft or fraud, or other types of loss?

Staffing

How involved has your CEO been in recruiting, training and retaining board members, staff and other key personnel? Has your executive been effective in allocating resources to ensure that you have the right people performing the right work within your organisation, or are you still struggling to attract talent?

Partnerships, Advocacy, Public Relations

As the leader, your chief executive is probably the most visible member of your organisation to the outside public. Are they making the impression that the board desires and are they serving the interests of your nonprofit in their role as spokesperson? How active are they in building a network of contacts that can assist your NFP to achieve its mission? How effective have they been in building strategic partnerships and collaborations with third parties to advance your mission?

The Future

Is your organisation looking to the future, or, are you still struggling to survive today? What steps and preparations would your board like to see its CEO take to help your NFP be better prepared for future challenges? What level of leadership and performance do you expect from your leader in the short, mid and long term? What actions do you believe the CEO should take to improve their personal performance and the performance of the organisation as a whole. What resources and assistance are the board prepared to offer the CEO in their quest to improve their efficiency and effectiveness?