Ushahidi's Journey to a New Board: Fresh Faces, Fresh Ideas

I’m excited to share an inside look at our recent journey to elect new board members. This process was challenging yet incredibly rewarding, and we’re thrilled to introduce the new members who will help steer Ushahidi into its next phase.

 

Starting a New Chapter

This year marked a significant milestone for Ushahidi. Erik Hersman, our last remaining founder on the board (after Juliana Rotich, David Kobia and Ory Okolloh), stepped down, ushering in a new era where no original founders would be present. This transition symbolized a pivotal moment in our organization’s history, emphasizing our growth and evolution. Additionally, our dedicated board chair, Desigan Chinniah, completed his extended two-term limit, which had been prolonged due to the disruptions caused by the COVID-19 pandemic. This left us with the critical task of filling these significant voids with fresh, dynamic leaders who could bring new perspectives and drive our mission forward.

Our task was not just to fill seats but to find individuals who could bring the right mix of skills, experience, and perspectives. Diversity was a core consideration, reflecting one of our key organizational values. We aimed to create a board that was not only skilled but also balanced in terms of gender, ethnicity, and professional background. Additionally, ensuring overlapping members’ terms was vital for maintaining continuity and stability in our governance.

 

The Journey to Find New Leaders

Recruiting new board members was a comprehensive and collaborative effort involving multiple steps:

 

1. Setting the Criteria

Our Executive Director began by outlining the specific skills and qualities we needed. She crafted detailed descriptions for each role, focusing on the areas of Data, Fundraising, and Technology. This clarity was crucial in attracting candidates who aligned with our strategic needs.

 

2. Spreading the Word

To cast a wide net, our board chair announced the vacancies in a blog post. This announcement was shared widely within our networks. Every board member took an active role in disseminating this information through their professional circles, and our staff was encouraged to refer individuals who they believed would be suited for the role.

 

3. Open Call

The application window was open for about six weeks. During this period, we received over 90 applications from a diverse pool of candidates. This response was a testament to Ushahidi’s strong reputation and the inspiring leadership of our Executive Director.

 

4. Collaborative Screening

To manage the influx of applications, we formed a sub-committee consisting of the board chair, Executive Director, Director of Technology, and myself. Our initial task was to filter out candidates who didn’t meet the minimum criteria, reducing the pool to about 60 strong contenders.

 

5. Scoring and Interviewing

The remaining candidates were scored based on their qualifications and fit with our organizational needs. The highest scorers were invited for interviews. We organized these interviews into groups, each comprising one board member (excluding the chair) and one executive team member (excluding the Executive Director). This approach ensured a balanced evaluation from both governance and operational perspectives.

 

6. Final Interviews

The finalists who impressed us during the initial interviews were then invited to speak with our Executive Director and Board Chair. These discussions provided a deeper insight into the candidates’ motivations and visions, and allowed them to ask questions about Ushahidi’s direction and challenges.

 

7. Selection

From this rigorous process, we selected three outstanding new board members who not only scored highly but also brought the necessary skills and diversity we sought who started their terms last year. We staggered the appointment of two more members who commenced their terms in the second quarter of 2024. Additionally, we invited other strong candidates who didn’t make the final cut to join advisory groups, keeping them engaged and providing a pathway to future board roles.

 

Part of the board and executive team posing for a photo. From left to right: Priscilla Chomba - Kinywa, Tamara Giltsoff, Desigan Chinniah, Ginger Zielenskie, Angela Oduor Lungati, Mark Surman, Dorothy Ooko and Declan Ottaro.

 

Lessons from the Process

This process was a learning experience that provided valuable insights for future endeavors. Here are the key lessons we learned:

1. Ushahidi’s Reputation and Executive Director’s Influence

Our organization’s name and history played a significant role in attracting high-quality applicants. Ushahidi’s reputation for innovation and impact in crisis mapping and data collection drew individuals who were excited about contributing to our mission. This positive perception of our organization was a powerful tool in our recruitment efforts, reinforcing the importance of maintaining and promoting our legacy and achievements to continue attracting top talent.

Many candidates cited our Executive Director’s leadership as a key factor in their decision to apply. Her vision, reputation, and commitment to Ushahidi’s mission were highly influential. This underscores the importance of strong, inspirational leadership in attracting and retaining top talent. It also highlights the need for our leadership team to continue engaging with the broader community, showcasing their dedication and inspiring others to join our cause.

 

2. Balancing Efficiency and Collaboration

Our target applicants were busy professionals, so it was crucial to balance thorough vetting with respect for their time. By streamlining our process, we maintained their interest and enthusiasm while gathering necessary information. Interestingly, some of the best cover letters were only a couple of paragraphs long.

Teamwork between the board and executive team was vital. This collaboration ensured a comprehensive evaluation of candidates, combining diverse perspectives and expertise. The efforts of our board chair, Executive Director, Director of Technology, and myself highlighted the importance of collaborative decision-making.

However, the recruitment process was intense and took a toll on our team. In the future, we will allocate more time for reviewing applications, conducting interviews, and making decisions to ensure a smoother process. Additionally, we might outsource initial screenings to manage the workload better and focus on the most critical aspects of recruitment.

 

3. Timing is Key

We observed that spikes in interest were directly correlated with well-timed communication and publicity efforts. Announcements and updates about the board vacancies, when strategically timed, generated increased attention and applications. This emphasizes the need for a well-planned communication strategy that maximizes visibility and interest at key moments, ensuring that our recruitment efforts reach the widest possible audience.

 

4. Transparency

Being open about our process was appreciated by all involved. Transparency in recruitment helped build trust and credibility with applicants. By clearly communicating the steps, criteria, and timeline of the process, we fostered an environment of openness and respect. This approach not only enhanced the applicant experience but also strengthened our reputation as an organization committed to fairness and integrity.

 

5. Advisory Opportunities

Inviting strong candidates who didn’t make the final cut to join advisory groups proved to be a valuable strategy. This kept them engaged with Ushahidi and provided a potential pathway to future board roles. These advisory groups allowed us to leverage their expertise and enthusiasm while giving them a chance to familiarize themselves with our work. This engagement creates a talent pool for future board vacancies and enriches our advisory capacity with diverse perspectives.

 

Reflecting on these lessons, we are better prepared for future board recruitment endeavors. These insights will help us refine our process, ensuring it is efficient, effective, and aligned with our organizational values. As we move forward, we will continue to share our experiences and learnings with other organizations, fostering a culture of collective growth and continuous improvement.

In closing, I wish to thank everyone who participated in the process as well as to welcome our new board and advisory group members. We’ll be sure to share what we learn in this new phase.