How Boards Can Effectively Evaluate the Executive Director
As described in our last post, a strong board-led evaluation process transforms how a board and its executive director work together. It ensures alignment, builds trust, and keeps the organization moving forward with clarity and purpose. While each nonprofit may tailor its process, the best evaluations share the following 7 steps that combine structure with respect.
Establish the Right Committee. The board should assign responsibility for the evaluation to a small committee, often the executive or governance committee. This group sets timelines, develops tools, gathers feedback, and ensures that the process runs smoothly. Concentrating this work in a smaller group allows for consistency, confidentiality, and focused discussion.
Define Success Together. Early in the year – or during the prior evaluation process, the board and executive director should agree on clear, measurable goals tied directly to the strategic plan. When both parties define success, the evaluation can focus on outcomes rather than assumptions. Goals that focus on program impact, fundraising, community partnerships, and internal leadership give the process meaningful direction.
Invite Self-Reflection. The executive director should complete a self-assessment before the board begins its formal review. This reflection provides valuable context: what went well, what challenges arose, and what priorities the leader sees ahead. Self-reflection encourages openness and signals that evaluation serves as a tool for growth, not punishment.
Gather Balanced Feedback. Each board member contributes input based on agreed-upon criteria: mission advancement, financial stewardship, community relations, staff leadership, and partnership with the board. Many organizations also seek input from senior staff, key external stakeholders, or even the staff as a whole to gain a fuller picture. Balanced feedback ensures that no single viewpoint dominates the conversation.
Synthesize and Discuss. The evaluation committee reviews all input, identifies patterns, and summarizes findings. The chair or committee then meets privately with the executive director to discuss results. This meeting focuses on dialogue around progress since the last evaluation, persistent challenges, and how both sides can strengthen collaboration. The conversation should feel forward-looking and supportive.
Set New Goals and Follow Up. An evaluation creates value when it leads to action. The board and executive director should set specific goals for the coming year based on the review’s findings. Midyear check-ins help maintain accountability and encourage ongoing dialogue. Regular follow-up transforms evaluation from an annual ritual into a continuous learning process.
Document the Process. The board should formally capture outcomes, timelines, and agreed upon goals. Clear records reinforce transparency and provide a reference point for future evaluations. They also demonstrate to donors, auditors, and stakeholders that the organization maintains strong governance practices.
When done well, the executive director’s evaluation does more than measure performance. It deepens trust, strengthens leadership, and positions the organization for sustained success.
