"The past president destroyed my potential for a successful term," said the board's chief elected officer. "My past president was argumentative, unreliable and promoted a personal agenda."

About 80 percent of nonprofit organizations keep their immediate past president on the board for another year. A good past president knows how to transition from the chief leader to serving as a director on the board.

Micro cues

Micro cues are a combination of body language, eye contact and statements. I rely on them to observe directors at board meetings.

Good past presidents have unique micro cues. They give plenty of space to the new president. Where they sit at the board table (head of the table or opposite end) and how they listen and encourage, are desirable behaviors of a past president. They may excuse themselves during the meeting indicating their confidence that progress will be made.

Past presidents should stay involved. Even as "has beens," they still attend meetings, read reports and are prepared to speak when called upon. Respected values include nurturing, patience and attentiveness.

Past president roles

Just as every director on the board has responsibility for advancing the mission and strategic goals, so too does the past president who holds a seat at the table.

Added responsibilities may be described in the bylaws or policies — for example, leading the "council of other past presidents." Experienced presidents can serve as a respected spokesperson when called upon. Past presidents accept special tasks that require unique knowledge, such as foundation fundraising, collaboration, problem solving and special projects.

Counsel from past presidents

Several past presidents and executive directors offer this advice:

  • "The biggest thing I did when I handed over the reins to my successor was to get out of the way. The show was no longer about me. I served and continue to serve the organization to this day and do so with a gladness that only servant leaders can understand. Anyone who leads with delusions of grandeur will only find resistance and failure during their leadership period."
  • "My role is to offer advice and counsel — when and if I'm asked."
  • "It was painful to be the outgoing president, but the board and staff recognized my feelings and kept me in the loop."
  • "Our organization has defined the past president's role as that of chairing annual projects."
  • "I removed myself gracefully. I knew our succession and nominating processes were solid, so I was confident I could step aside without worries about the continuity of the program of work."
  • "I understood that once I served as president, I had a role of being a cheerleader, making myself available for many years."
  • "I thought the one-year term was too short, but then I realized we were all on the same team advancing a three-year strategic plan. I was confident the next president would continue where I left off."
  • "My duty as past president is to be of counsel to my replacement. I knew there was a 'new sheriff in town,' and I should step aside."
  • "I made a point of including and relying on my vice president more frequently in the last quarter of my term. That was topped off with a luncheon between the two of us in my last month to let her know the transition would be seamless and she had my support."

The transition to past president can seem traumatic. One goes from overseeing nearly everything to seldom being called upon.

Besides the emotions and new responsibilities, there is a logical issue. The past president no longer has authority for using the title or implying he/she is a spokesperson for the board. If business cards and letterhead were provided, they must be returned as well as any financial instruments or passwords that may have been afforded the office of president.