Praise for the Second Edition of The Executive Director's Guide to Thriving as a Nonprofit Leader "This book is a gift for nonprofit leaders in all stages of their careers. With clarity and profound simplicity, it dissects the otherwise overwhelming role of the nonprofit executive director into understandable components that can then be made workable (and even fulfilling!). It is a highly readable and practical road map for success." -Molly Polidoroff, executive director, Center for Excellence in Nonprofits "The Executive Director's Guide to Thriving as a Nonprofit Leader not only clearly and…mehr
Praise for the Second Edition of The Executive Director's Guide to Thriving as a Nonprofit Leader "This book is a gift for nonprofit leaders in all stages of their careers. With clarity and profound simplicity, it dissects the otherwise overwhelming role of the nonprofit executive director into understandable components that can then be made workable (and even fulfilling!). It is a highly readable and practical road map for success." -Molly Polidoroff, executive director, Center for Excellence in Nonprofits "The Executive Director's Guide to Thriving as a Nonprofit Leader not only clearly and concisely identifies the most critical issues of nonprofit leadership, but it also provides the resources and answers to those challenges. It will be required reading for both the most seasoned executive as well as the emerging leader." -Bill Coy, director of leadership practice, La Piana Consulting "I provide The Executive Director's Guide to Thriving as a Nonprofit Leader to all new executive directors placed by my firm. They find it to be a great resource during their orientation to a new organization, new people, and new challenges, and it continues to be a support as issues come up in their work over the years. It's comprehensive and sensible, and the authors' great knowledge and respect for nonprofit executives shine through." -Susan Egmont, consultant, Egmont Associates Praise for the Previous Edition "How would I describe this book? Practical. Helpful. Encouraging. Realistic. Thought-provoking. Accessible. Focused. Honest. Refreshing. It should be on every nonprofit leader's desk." -Barry Z. Posner, former dean and professor of leadership, Leavey School of Business, Santa Clara University, and coauthor, The Leadership Challenge "In this new age of nonprofit management, executive directors are getting over their fantasies and past their fears, crafting change-the-world ideas and executing them every day. Mim and Margaret now provide real-life, real-time help in coaching and guiding executive directors from survival to success. I can't think of a more important contribution in today's drive to strengthen the sector." -Roni Posner, former executive director, The Alliance for Nonprofit Management
Mim Carlson is the former executive director of the Berkeley-East Bay Humane Society and is currently interim executive director at Florence Crittenton Services (www.linkedin.com/companies/florence-crittenton-services). With over twenty-five years of experience as a manager and grantwriter, Carlson has trained and consulted nationally and is a former faculty member at the University of San Francisco and California State University, Hayward. Margaret Donohoe is a nonprofit consultant who focuses her experience, insight, and energy on helping a new generation of nonprofit leaders navigate the many opportunities and challenges of this career choice. She has more than twenty-five years' experience in the sector as an executive director, interim director for organizations in transition, and community board member.
Inhaltsangabe
Exhibits xv Preface xvii Acknowledgments xxv The Authors xxvii Part One Finding Your Way as Executive Director 1 One Understanding This Big Job 3 What are the roles and responsibilities of an Executive Director? 4 What is the difference between a leader and a manager? 8 When should an Executive Director lead, manage, or support others? 10 Two Developing as an Executive Director 15 What can Executive Directors do to self-reflect on skills they wish to develop on the job? 16 How does an Executive Director find the time for professional development, and what opportunities are available? 18 When are executive coaches helpful to an Executive Director? 22 When the going gets really tough, how does an Executive Director stay inspired? 27 Three Finding Balance in the Role of Executive Director 31 Why are Executive Directors so susceptible to burnout? 32 How can I find balance as an Executive Director? 33 How do I set boundaries on my work life so I still have a personal life? 36 Where do I find the time to do everything an Executive Director has to do? 40 How can an Executive Director delegate when everyone is already busy? 45 Part Two Executive Director as Visionary 47 Four Understanding Nonprofit Organizational Culture 49 What does organizational culture mean? 50 How does understanding the organization's culture help the Executive Director be more effective? 53 How does an Executive Director determine what the organization's culture is? 55 What are some strategies for changing or moving an organization's culture to where it needs to be in order to be successful? 59 Five Embracing Your Organization's Values 65 What are organization values and how are they found within an organization's culture? 66 How does an Executive Director establish values as the guiding principles in the organization? 70 What is cultural competence and why is it so important? 71 How does an Executive Director lead a culturally competent organization? 74 Six Creating a Vision and Plan 77 What is a vision and why is it important? 78 How does the Executive Director lead the way to having a shared organizational vision? 79 Why is planning important to an organization's vision, and what is the Executive Director's role in this process? 82 If you're always in crisis or catch-up mode as an Executive Director, how do you find time to plan? 86 Seven Determining Organizational Effectiveness 89 What does an effective nonprofit organization look like? 90 How soon after starting should the Executive Director begin to examine the organization's effectiveness? 94 How does an Executive Director tie personal performance and effectiveness to that of the organization? 96 What happens if the Board and Executive Director determine the organization is no longer effective? 100 Part Three Executive Director as Change Agent 103 Eight Embracing a Changing Nonprofit Environment 105 Why is change synonymous with the identity of the nonprofit sector? 106 What role does the Executive Director have in making change happen outside the organization? 107 How are the lines that have traditionally defined the business and nonprofit sectors changing? 108 What can the Executive Director do to influence funders' efforts to shape the nonprofit sector? 110 How does the Executive Director manage effectively through boom-andbust economic cycles? 111 What are some of the new demands for accountability and measurable outcomes in nonprofits? 114 How are rapid changes in technology impacting the nonprofit workplace? 116 Nine Understanding Changing Life Cycle Stages in Nonprofits 119 What life cycle stage is my organization in? 121 What skills does an Executive Director need in each stage? 123 Ten Leading Organizational Change 127 How can Executive Directors help their nonprofits embrace a healthy change process? 128 What is the Executive Director's role and that of the Board, other staff, and volunteers in a change process? 134 How soon after a new Executive Director is hired should a change process begin? 135 Part Four Executive Director as Relationship Builder 137 ELEVEN Nurturing a Relationship with the Board 139 What are the attributes of an effective Board, and what does it take to create one? 140 What does a healthy relationship between a Board and its Executive Director look like, and how is it established? 150 How does one differentiate between Board and Executive Director responsibilities? 152 What information does the Board need, and how often? 155 Who makes what decisions in a nonprofit? 158 TWELVE Developing Relationships with Individual Board Members 161 How important is the relationship between the Executive Director and the Board Chair? 162 What do you do if problems arise between you and the Board Chair? 164 What should an Executive Director do with a renegade Board member? 166 If Board members are not fulfilling their responsibilities, what can an Executive Director do? 169 How much influence should an Executive Director have when recruiting new Board members? 170 THIRTEEN Establishing Productive Staff Relationships 173 How does an Executive Director who is new to an organization build quick credibility with paid and unpaid staff? 174 How does an Executive Director encourage positive relationships and establish a healthy culture among staff and volunteers? 177 What are ways to build leadership and management skills among paid and unpaid staff? 181 How does an Executive Director work across the generations to have staff work productively together? 183 What are strategies for establishing strong lines of communication with staff? 188 How can technology aid relationships and be used as an effective communication tool with staff? 189 How does an Executive Director offer and receive support from staff and volunteers while keeping an arm's-length relationship? 191 FOURTEEN Following the Founder 193 Why do relationships with Founders in transition tend to be so complicated? 194 What is the best way for an Executive Director to work with a Founder who is still a member of the Board of Directors? 195 What does the Executive Director do if the Founder is causing serious problems for the organization? 196 What are the pros and cons of having the Founder stay on as a staff person or consultant? 198 Part Five Executive Director as Community Creator 201 FIFTEEN Engaging External Stakeholders 203 Who are an organization's external stakeholders? 204 How can the Executive Director develop and nurture relationships with key stakeholders? 206 How does an Executive Director rally stakeholders for advocacy? 212 SIXTEEN Embracing Partnerships and Collaboration 215 How can Executive Directors assess the values and risks of leading their organizations into partnerships? 217 What are ways organizations can work together informally, and how does an Executive Director make this happen? 220 What forms of partnership exist beyond collaboration? 221 How can Executive Directors prepare their organizations to enter into partnerships? 224 Part Six Executive Director as Resource Wizard 227 SEVENTEEN Ensuring Sound Financial Management 229 What are the major differences between for-profit and nonprofit finances? 230 Who takes the lead in fulfilling the various financial management roles in a nonprofit? 233 What financial reports do the Board and managers need to see and how often? 236 What is the Board's role in the budgeting process? 236 After the Board passes a budget, what authority does the Executive Director have to implement programs or contracts? 242 If there is a financial crisis, what does the Executive Director tell the Board and staff? 243 EIGHTEEN Sustaining the Organization with Team-Based Fundraising 245 Who has the primary responsibility for raising money in a nonprofit? 246 How much of an Executive Director's time should be spent raising money? 248 Where do nonprofits find funds for overhead costs of administration and building infrastructure? 250 Part Seven Leadership in Transition 255 NINETEEN Planning for Healthy Transitions of Leadership 257 Why is succession planning important? 258 How can an Executive Director integrate practices that support leadership succession within the framework of existing strategic planning and management structures? 260 Where does continuity or knowledge management fit within the framework of succession planning? 262 What does an emergency succession plan look like? 267 TWENTY Moving On: Making Your Own Career Transition 269 How will I know it is time for a career move? 270 Why is the decision to leave so difficult for the Executive Director and the organization? 272 How can the departing Executive Director make the leadership transition run smoothly? 272 What are some typical career paths for former Executive Directors? 280 Conclusion 283 Resources 285 Index 305
Exhibits xv Preface xvii Acknowledgments xxv The Authors xxvii Part One Finding Your Way as Executive Director 1 One Understanding This Big Job 3 What are the roles and responsibilities of an Executive Director? 4 What is the difference between a leader and a manager? 8 When should an Executive Director lead, manage, or support others? 10 Two Developing as an Executive Director 15 What can Executive Directors do to self-reflect on skills they wish to develop on the job? 16 How does an Executive Director find the time for professional development, and what opportunities are available? 18 When are executive coaches helpful to an Executive Director? 22 When the going gets really tough, how does an Executive Director stay inspired? 27 Three Finding Balance in the Role of Executive Director 31 Why are Executive Directors so susceptible to burnout? 32 How can I find balance as an Executive Director? 33 How do I set boundaries on my work life so I still have a personal life? 36 Where do I find the time to do everything an Executive Director has to do? 40 How can an Executive Director delegate when everyone is already busy? 45 Part Two Executive Director as Visionary 47 Four Understanding Nonprofit Organizational Culture 49 What does organizational culture mean? 50 How does understanding the organization's culture help the Executive Director be more effective? 53 How does an Executive Director determine what the organization's culture is? 55 What are some strategies for changing or moving an organization's culture to where it needs to be in order to be successful? 59 Five Embracing Your Organization's Values 65 What are organization values and how are they found within an organization's culture? 66 How does an Executive Director establish values as the guiding principles in the organization? 70 What is cultural competence and why is it so important? 71 How does an Executive Director lead a culturally competent organization? 74 Six Creating a Vision and Plan 77 What is a vision and why is it important? 78 How does the Executive Director lead the way to having a shared organizational vision? 79 Why is planning important to an organization's vision, and what is the Executive Director's role in this process? 82 If you're always in crisis or catch-up mode as an Executive Director, how do you find time to plan? 86 Seven Determining Organizational Effectiveness 89 What does an effective nonprofit organization look like? 90 How soon after starting should the Executive Director begin to examine the organization's effectiveness? 94 How does an Executive Director tie personal performance and effectiveness to that of the organization? 96 What happens if the Board and Executive Director determine the organization is no longer effective? 100 Part Three Executive Director as Change Agent 103 Eight Embracing a Changing Nonprofit Environment 105 Why is change synonymous with the identity of the nonprofit sector? 106 What role does the Executive Director have in making change happen outside the organization? 107 How are the lines that have traditionally defined the business and nonprofit sectors changing? 108 What can the Executive Director do to influence funders' efforts to shape the nonprofit sector? 110 How does the Executive Director manage effectively through boom-andbust economic cycles? 111 What are some of the new demands for accountability and measurable outcomes in nonprofits? 114 How are rapid changes in technology impacting the nonprofit workplace? 116 Nine Understanding Changing Life Cycle Stages in Nonprofits 119 What life cycle stage is my organization in? 121 What skills does an Executive Director need in each stage? 123 Ten Leading Organizational Change 127 How can Executive Directors help their nonprofits embrace a healthy change process? 128 What is the Executive Director's role and that of the Board, other staff, and volunteers in a change process? 134 How soon after a new Executive Director is hired should a change process begin? 135 Part Four Executive Director as Relationship Builder 137 ELEVEN Nurturing a Relationship with the Board 139 What are the attributes of an effective Board, and what does it take to create one? 140 What does a healthy relationship between a Board and its Executive Director look like, and how is it established? 150 How does one differentiate between Board and Executive Director responsibilities? 152 What information does the Board need, and how often? 155 Who makes what decisions in a nonprofit? 158 TWELVE Developing Relationships with Individual Board Members 161 How important is the relationship between the Executive Director and the Board Chair? 162 What do you do if problems arise between you and the Board Chair? 164 What should an Executive Director do with a renegade Board member? 166 If Board members are not fulfilling their responsibilities, what can an Executive Director do? 169 How much influence should an Executive Director have when recruiting new Board members? 170 THIRTEEN Establishing Productive Staff Relationships 173 How does an Executive Director who is new to an organization build quick credibility with paid and unpaid staff? 174 How does an Executive Director encourage positive relationships and establish a healthy culture among staff and volunteers? 177 What are ways to build leadership and management skills among paid and unpaid staff? 181 How does an Executive Director work across the generations to have staff work productively together? 183 What are strategies for establishing strong lines of communication with staff? 188 How can technology aid relationships and be used as an effective communication tool with staff? 189 How does an Executive Director offer and receive support from staff and volunteers while keeping an arm's-length relationship? 191 FOURTEEN Following the Founder 193 Why do relationships with Founders in transition tend to be so complicated? 194 What is the best way for an Executive Director to work with a Founder who is still a member of the Board of Directors? 195 What does the Executive Director do if the Founder is causing serious problems for the organization? 196 What are the pros and cons of having the Founder stay on as a staff person or consultant? 198 Part Five Executive Director as Community Creator 201 FIFTEEN Engaging External Stakeholders 203 Who are an organization's external stakeholders? 204 How can the Executive Director develop and nurture relationships with key stakeholders? 206 How does an Executive Director rally stakeholders for advocacy? 212 SIXTEEN Embracing Partnerships and Collaboration 215 How can Executive Directors assess the values and risks of leading their organizations into partnerships? 217 What are ways organizations can work together informally, and how does an Executive Director make this happen? 220 What forms of partnership exist beyond collaboration? 221 How can Executive Directors prepare their organizations to enter into partnerships? 224 Part Six Executive Director as Resource Wizard 227 SEVENTEEN Ensuring Sound Financial Management 229 What are the major differences between for-profit and nonprofit finances? 230 Who takes the lead in fulfilling the various financial management roles in a nonprofit? 233 What financial reports do the Board and managers need to see and how often? 236 What is the Board's role in the budgeting process? 236 After the Board passes a budget, what authority does the Executive Director have to implement programs or contracts? 242 If there is a financial crisis, what does the Executive Director tell the Board and staff? 243 EIGHTEEN Sustaining the Organization with Team-Based Fundraising 245 Who has the primary responsibility for raising money in a nonprofit? 246 How much of an Executive Director's time should be spent raising money? 248 Where do nonprofits find funds for overhead costs of administration and building infrastructure? 250 Part Seven Leadership in Transition 255 NINETEEN Planning for Healthy Transitions of Leadership 257 Why is succession planning important? 258 How can an Executive Director integrate practices that support leadership succession within the framework of existing strategic planning and management structures? 260 Where does continuity or knowledge management fit within the framework of succession planning? 262 What does an emergency succession plan look like? 267 TWENTY Moving On: Making Your Own Career Transition 269 How will I know it is time for a career move? 270 Why is the decision to leave so difficult for the Executive Director and the organization? 272 How can the departing Executive Director make the leadership transition run smoothly? 272 What are some typical career paths for former Executive Directors? 280 Conclusion 283 Resources 285 Index 305
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