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The Right Time/Way to Review a New Nonprofit CEO Performance

Hiring a new CEO is one of the most critical decisions a nonprofit board will make. But the work doesn’t end with recruitment. To ensure a successful transition and long-term alignment, it’s essential for the board to regularly review the CEO performance, starting in the first year.

When Should a New CEO Be Reviewed?

The first formal review of a new nonprofit CEO should typically take place at the 6-month mark, followed by a more comprehensive review at 12 months. The 6-month check-in is an opportunity to provide feedback, assess alignment with strategic goals, and course-correct if necessary. The 12-month review should be a deeper evaluation of the CEO’s progress against agreed-upon objectives and Key Performance Indicators (KPIs).

After the first year, annual reviews should continue, forming part of a structured performance management process. Providing constant feedback is a fantastic means to promote the CEO performance.

Why Timing Matters

Early reviews:

  • Reinforce expectations set during onboarding
  • Provide mutual feedback to strengthen the board-CEO relationship
  • Allow for early intervention if issues are emerging

Waiting too long to assess performance can lead to misalignment, misunderstanding, and missed opportunities for development or celebration of early wins.

How to Conduct the Review

Here are a few best practices for reviewing a new CEO:

  • Start with KPIs: Use measurable goals agreed upon at the start of the CEO’s tenure. These should align with the strategic plan and may include fundraising benchmarks, stakeholder engagement, financial management, team leadership, and mission impact.
  • Use a 360-Degree Approach: Include feedback from direct reports, key stakeholders, and board members. Consider using anonymous surveys to encourage candid input.
  • Schedule a Discussion: Performance reviews should be more than a written report—they’re a dialogue. Schedule a dedicated meeting between the board chair (or a designated evaluation committee) and the CEO to discuss findings and future priorities.
  • Document and Follow Up: Summarize the discussion, clarify any adjustments to goals, and outline support or resources the CEO needs. Revisit these points regularly throughout the next review period.
  • Make It Supportive: The goal of the review is not just accountability but also growth. Focus on professional development, alignment with mission, and enabling success.

A well-timed, thoughtful CEO performance review is a hallmark of strong governance. It builds trust, fosters alignment, and ensures the CEO is supported in delivering on the organisation’s vision. By committing to structured feedback and regular check-ins, boards play a pivotal role in setting their CEO—and their nonprofit—up for long-term impact.