Nonprofit and foundation boards have plenty to juggle when recruiting a new executive to lead their organizations. Even under the best circumstances, a leadership transition is an unsettling experience, with an endless list of to-dos: Choose a search firm, screen and interview candidates, conduct reference checks, select a leader, and negotiate a contract.

In the flurry of activity involved in that process, there is one important ball that too often gets dropped: executing on an effective communications plan. And when that fumble occurs, boards fail to fully position their new leader for success.

For staff, there is uncertainty about what the transition will mean for the organization’s culture, their place within it, and their careers. For partners or grantees, there are fears that a new leader will choose a new direction and, in turn, put an end to critical programs or funding streams. And the stakes are especially high for both the exiting leader and the successor—both of whom will have their legacies and first impressions defined by how they handle the transition.

During times of uncertainty, it’s important for organizations to double down on communicating to allay any fears, emphasize stability, cut down on speculation, and help ensure buy-in and enthusiasm for the new leader.

Here’s how you can effectively communicate with your internal and external audiences throughout the process—from the day you launch your search until after your new leader is firmly settled in their role.

Before you hire

It’s good practice to launch your communications strategy as soon as you know your existing leader is departing.

And it’s important to start initial communications internally, with clear messaging to your staff and board about the reason for the departure and what to expect in the days, weeks, and months ahead. No employee wants to learn that their top executive is leaving through a news report, social media, or the office rumor mill.

If the departure is sudden and unplanned, it’s critical to announce what you can right away and map out immediate next steps as well as make clear who is leading the transition and how you expect to manage the search process.

If the departure is planned and on good terms—for example, if the top executive is retiring or is moving on to another organization—you can pair an announcement mapping out the process with a personal message from the leader that emphasizes gratitude and stability.

As the process moves forward, details about the search itself—who is getting interviewed, who has the inside track, and when the decision will be finalized—often remain closely guarded (and should). But that doesn’t mean you should refrain from providing updates and being transparent where possible.

We’ve found that issuing a news release at the beginning of the process can help set public expectations and signal goals to potential candidates. You can announce the hiring of an executive search firm, provide high-level details about the process, and invite interested candidates to apply.

It’s also important to provide occasional updates to your team. Such updates should maintain confidentiality but provide broad-strokes information about where the process stands, whether it’s on schedule, and what employees should feel empowered to say if they face questions from contacts outside of the organization.

When you’re ready to hire

During the search, it’s also important to enlist your communications team or an outside expert to map out a clear communications plan for announcing your new hire.

All of this can be mapped out well in advance and presented to the new hire as a recommended strategy that they can use as a roadmap for their onboarding.

Too often, we’ve seen organizations scramble to put together new hire announcements on the fly, or much too late. As a result, they run the risk of neglecting an important audience or having the news leak before they can make the announcement on their own terms. Both scenarios are a bad look for your organization—and your newly minted leader.

First impressions matter, so it’s important that you can get your hiring announcement right.

Start by identifying your key audiences, then build out a clear process for announcing your new hire to each of these groups. Make sure you’ve identified the best way to tell your internal teams, key partners, and others who should be among the first to know.

Across all audiences, your communications should aim to convey excitement about your new hire, explain clearly and concisely why they were chosen, and offer a timeline for what’s to come. Your goal is to show continuity and stability, position your new leader as an inspired choice, and build confidence and excitement for the new leader’s vision.

In many cases, you can draft templated versions of your announcements, talking points, website banners, and social media posts before the selection is made. That way, you’re well positioned to move quickly.

After you’ve announced your hire

For your new leader, the announcement is only the beginning of what should be an active strategy for communicating regularly and openly with your key audiences: your internal team, grantees, partners, and community members. These communications offer the new leader an opportunity to reinforce the message of stability and outline their priorities.

We recommend planning internal and external listening tours—opportunities to meet with small groups to ensure that they have face time with the new leader, can hear from them directly, and feel heard. The listening tour can accelerate the process of building trust, plant the seeds of durable relationships, and help guide the leader’s decision making.

As the leader begins to develop more defined strategies and a vision for the organization, you can consider highlighting them in media profiles and interviews that help articulate their goals and increase their visibility.

By creating and executing on this strategy, you will position your new leader to make a strong first impression that will set them up for success. Your team will also make a strong first impression of its own—showing your new leader that they are stepping into an organization that has its act together.

Vincent Robinson is founder of The 360 Group, an executive recruiting firm that specializes in placing diverse leaders at foundations and nonprofits. Peter Panepento is managing partner at Turn Two Communications, a PR and communications agency that supports social good organizations.