The executive director knew that the success of the new person in this position would hinge on a high degree of buy-in and support from the organization’s base. She needed to both lead the hiring process and engage formal and informal leaders and networks in recruitment, screening and selection. It was bound to be a sensitive and potentially controversial hire in part because of a significant change initiative that was already underway.

• Consulted in the creation of an ad hoc “search committee”; solicited individual members’ perceptions of the position description and essential and desirable qualifications and qualities, and facilitated a subsequent discussion to develop consensus about them.
• Developed a position description and materials to support focused networking and recruitment activities by committee members and others; coordinated outreach and recruitment through an on-line bulletin.
• Facilitated regular conference calls among committee members as they targeted their outreach and monitored the candidate pool.
• Designed a systematic process for screening, interviewing and evaluating the candidates, providing needed tools as the process evolved (e.g., customized ranking forms, detailed interview guides, and personalized correspondence).

The committee and the executive agreed on their top choice for the position. She accepted the position and was successfully integrated into the association’s leadership. Her ability to step into and lead the change initiative already underway was greatly aided by being perceived as coming from ‘within’ and ‘outside’ of the association simultaneously.