isn't easy.
I'm here to help. I'm offering this book to share some of the most valuable lessons I've learned over my career.
I'm also providing a free collection of valuable templates, checklists and other downloadable resources at JoanGarry.com/resources.
Chapter 1 The Superpowers of Nonprofit Leadership
Dear Joan:
I've been with my organization for nearly 8 years, most recently in a development role. My predecessor has been the voice and face of the organization for nearly 25 years and has just retired. The board has offered me the ED position.
This would be alien territory for me. I've been the relationship guy, and I keep the trains running on time.
And the truth is, I'm not exactly sure what I would be getting into. I want to give this a go but I think I need help and would like to retain you as a coach.
My goal is simple: I want to learn to behave like an executive director.
Signed,
ED “E.T.”
“To behave like an executive director.” A very good goal for an executive director, I might add.
E.T. became a client, and we teased out exactly what he meant by this.
To be a leader and not a department head. To worry about the whole organization and every stakeholder. To stare at cash flow and wonder about payroll. To take responsibility for partnering with the board so that its members can fulfill their obligations. To stand up at a gala and give an inspiring and motivational speech. To feel an overwhelming sense of responsibility for the communities you serve.
It's a hard role to be in and a hard role to cast for. I am currently working with a board that cannot agree on the role the executive director should play (and they are already interviewing candidates!). (Can you say “cart before the horse?”)
Who should a board be looking for? What matters? In small organizations, the staff leader really does do it all. A person who can inspire a group with her words and read a balance sheet? What skills and attributes matter? Do you have them? How do you cultivate them?
And the decision is so important. In my experience, leadership transitions are the most destabilizing forces in a nonprofit organization. Try raising money when you are between executive directors. Nuff said.
What's interesting is that all these same issues and questions apply to board chairs as well. What should an organization be looking for in a board chair? (Note: the correct answer is not “pray that someone raises her hand and pick her.”) How might the skills and attributes of that person complement those of the staff leader? What skills and attributes matter? How do you cultivate them?
A QUIZ
Before I give you the answer to these questions, let's try a little quiz. Are you currently a nonprofit ED, overwhelmed by the idea that you need to be all things to all people? A board chair enthusiastic about leading the board to support the staff? Or someone who aspires to change the world and make the for‐profit to nonprofit leap?
The quiz should put things into perspective and begin to reveal the superpowers you need to be an effective leader within a nonprofit.
So riddle me this, Batmen and Batwomen: It's time to pick your next board chair or executive director; here are the finalists! (I just grabbed a few superhero prototypes — lots of others exist out there.)
Black Panther
Spider‐Man
Elastigirl
Kermit the Frog
Let's dissect this, shall we? (Oh, apologies to Kermit — not a good word for frogs.)
Each of these four have amazing strengths. Perhaps at first blush, you figure any of them could be a five‐star nonprofit leader.
Black Panther?
This guy has some serious things going for him:
Sometimes organizations just want someone to fly in and save the day.
He's dripping with integrity and tells the truth.
He is very smart.
Would you say no to him if he asked you for a donation?
His high‐tech, energy‐absorbing suit (designed by his STEM‐strong sister) is fabulous — not to mention the stylish claw necklace!
Spider‐Man?
Lots of appeal here too. He's human, powerful, and nerdy. He's vulnerable but strong. Some comic book fanatics say he is the single greatest superhero of them all.
He has real humanity — vulnerabilities, guilt, and flaws.
He's driven. Peter Parker, the man behind Spider‐Man, helps people because he understands the price of not doing it — he could have prevented his uncle's death.
He grows into his power. The responsibility of leadership is not something he asks for, but he accepts it and uses that responsibility to the best of his ability.
Elastigirl?
When I think about Helen Parr (a.k.a. “Mrs. Incredible” and “Elastigirl” and “mom”), I am reminded that not everything is black‐and‐white and that being flexible is absolutely key to success in any setting. Is Elastigirl your choice?
She's well rounded.
Very optimistic — would lead with an optimism that her organization could change the world.
She's someone you want to be around — kind, warm‐hearted, and generous.
She has real humanity — vulnerabilities, guilt, flaws.
Kermit?
Another guy with some solid skills and attributes for nonprofit leadership:
A team builder, he can bring a diverse group together. Anyone who can get Gonzo, Fozzie, and Miss Piggy working toward a common goal has a real superpower.
Kermit
