Recently, I was inspired by the insights shared in Littleford & Associates’ blog, “ The Three Important Tools to Lengthen Head Tenure“. An article written for chairs of independent schools. With the author’s permission, I’m pleased to share this adaptation geared towards Canadian associations that reflects on the ideologies from the article that most resonated with me and may also spark new thinking for you.
This version reinterprets its insights for the context of Canadian associations. Whether it’s professional bodies, trade associations, or nonprofit organizations. “Head” in Littleford’s article refers to the CEO or Executive Director.
1. Governance Committee In associations
A Governance Committee (or Nominations & Governance Committee) plays a central role in maintaining leadership continuity.
Key Responsibilities Include:
- Cultivating a Prospective Director Pool – Maintain a pipeline of ~15 qualified candidates for board and executive roles.
- Screening Candidates – Seek well-rounded individuals with solid reputations, avoiding those prone to conflict or distractions.
- Invitation Process – The Chair and Governance Committee Chair should personally invite suitable candidates, clearly stating expectations.
- Orientation – Offer a thorough onboarding covering governance, strategy, financials, and lessons from past challenges.
- Board Training – Provide annual training on governance best practices.
- Evaluation – Assess individual and group performance regularly.
- Warning and Accountability – Address breaches swiftly and transparently.
- Removal Protocols – Have clear, bylaw-defined procedures for removing problematic directors.
2. Chair Selection, Support, and Chair |CEO Partnership
- Association Chairs – It is important to note that this adapted version of the original article is focused on associations versus school Boards so the Chair selection process and tenure will be different. Typically, association Chairs serve 1–2-year terms maximum.
- Collaborative Selection Process – Chairs, Governance Committee Chair, and the CEO should evaluate candidates together.
- Advocacy and Constructive Partnership – The Chair must advocate for the CEO and provide honest feedback.
- Efficient Meetings – Limit meetings to 5–7 per year, about 2 hours each, with focus on strategy.
- Board–CEO Support Committee – Oversee CEO performance, compensation, and renewal.
- Regular Chair–CEO Check‑Ins – Weekly confidential discussions foster trust and collaboration.
- CEO–Board Engagement – The CEO should meet informally with each board member at least twice annually.
3. CEO Evaluation, Compensation, and Renewal Processes
- Goal Setting – Annually define up to five, realistic, and measurable goals (Key Performance Indicators – KPI) with the Support Committee and to serve as a check-in point on what’s working and what may need modified
- Board Approval – Goals should be reviewed and approved by the full Board.
- Mid-Year Review – Meet to assess progress (KPIs) and challenges and how to overcome or modify..
- Year-End Assessment – Collect confidential Board feedback aligned with goals.
- CEO Self‑Evaluation – The CEO prepares a self-assessment; the Support Committee summarizes findings.
- Longer-Term Metrics – Consider 3–5-year benchmarks like finances, staff retention, and membership growth
Why These Tools Matter for Canadian Associations
Short executive tenures often stem from insufficient governance, lack of Board institutional memory, and Board leadership changes. In associations, executive transitions can cost membership confidence, volunteer engagement, and mission momentum. By applying these three pillars strong governance, robust chair CEO partnership, and structured evaluation, the Board can cultivate stability, continuity, and long-term impact.
By reinterpreting these governance insights for the Canadian association context, Boards can better support their CEOs, reduce turnover, and strengthen organizational resilience.
CEO Support Scorecard
Taking inspiration from the original article and my adaption of it for associations, I’ve also created a CEO Support Scorecard (link below) to serve as a practical tool to help Boards elevate how effectively they support their current CEO or Executive Director. I highly encourage readers to use the scorecard to determine their current level of support for their CEO or Executive Director. You may find the results interesting!
How to use the CEO Support Scorecard
By scoring key practices in governance, Board leadership, and CEO evaluation, Boards can identify strengths, uncover gaps, and set a clear path toward stronger alignment and long-term leadership success.
The key is to think of it as both a mirror and a roadmap: a way to honestly assess current practices and then use that insight to foster a healthier, more productive, and more enduring Board – CEO partnership.
Adapted with permission from Littleford & Associates’ article, The Three Important Tools to Lengthen Head Tenure. We’ve reframed the scorecard insights to apply to associations, offering Boards a practical tool to strengthen leadership stability.