Table of Contents
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
