Case study · Nonprofit organization · Operating leadership and board coordination
The organization still had to run.
During an abrupt nonprofit leadership transition, Lauren Carter ran senior-team meetings, coordinated work and outside vendors, and conducted an organizational investigation. The foundation later re-engaged her for board-development and CEO-search coordination. That second engagement included a completed board retreat, committee follow-through and finance-committee support.
Operating work
- Senior-team meetings
- Work and outside-vendor coordination
- Organizational investigation
- Board-preparation workflow
Return engagement
- Board retreat coordination
- CEO-search coordination
- Finance-committee support
- Committee follow-through
Later proposal
- Financial planning
- Authority and support
- Program review
Operating responsibility during leadership change
The foundation faced funding and staffing constraints alongside unresolved internal matters. While leadership changed, senior-team work and outside-vendor relationships continued to require coordination.
Lauren ran the senior leadership meetings, coordinated the organization’s work and worked with its vendors. Her responsibilities expanded to include an organizational investigation.
The wider relationship also included a board-preparation workflow, developed at the request of the original leadership. Lauren set out how the meeting package would be assembled, reviewed and revised before directors convened. The workflow continued through the meeting itself, minutes and follow-up.
Lauren is straightforward, insightful, and has the great business acumen to identify what an organization must do to function effectively and amplify success.
A second engagement at board level
The foundation later brought Lauren back for work spanning board development and the CEO search.
Lauren coordinated the board’s training retreat and participant information with board leadership, while an external specialist led the sessions.
After the retreat, the board chairman thanked Lauren for “working with us to help put the logistics in place for today’s retreat”.
Her responsibilities also included CEO-search coordination and finance-committee support. She requested information needed to initiate work with an executive-search firm and followed up on the board’s next steps.
Recommendations for the next phase
Lauren developed and presented a written strategy-execution proposal addressing the conditions a future strategic plan would depend on.
Her recommendations connected financial planning with department leaders’ knowledge of operational needs. They called for authority and support to match senior leaders’ responsibilities, and for program review to inform resource decisions.
Following through after the retreat
Lauren’s work continued after the training day. She circulated the committee plans and retreat materials, identified the need to appoint a chair for the CEO succession committee, and sought members’ availability for initial and recurring meetings.