“Leaders who have an innate desire for good information that’s aligned with their mission are the ones most likely to develop a true performance culture and make a real difference in the lives of those they serve.” – Leap of Reason, Managing to Outcomes in an Era of Scarcity
Are you a nonprofit executive who is:
- tired of being “maxed to capacity”?
- spending more and more time in crisis mode?
- concerned about what will happen to your organization when you retire or leave?
If you answered yes to any of those questions, you are in the right place. I have a lot of practical and humorous (maybe) advice to help you. If you answered no to all of these questions…first, I would love to meet you and share your experience with other nonprofit executives…second, you are still in the right place as I’m sure you have a counterpart in another organization who can benefit from this practical advice.
Here’s my disclaimer in advance. This is probably not the advice you are used to getting such as, “hire an assistant”, “take a time management class”, or “create a succession plan”. That’s good advice for temporarily treating the symptoms of these issues.
However, my focus is on addressing the root cause of these issues – non profit executives engaging in ineffective and inefficient people practices.
Unfortunately, I’ve seen firsthand how the same nonprofit executives who are frustrated with the conditions above are unknowingly perpetuating them. It looks something like this:
- They make every project a priority and therefore no project is a priority
- Instead of firing an incompetent senior manager who doesn’t embody the values of the organization, they hire a “buffer” and spend countless hours mentoring the “buffer” to be a better leader than the senior manager
- They hire people for leadership and management roles without a clear description of what management and leadership skills are needed to be effective
- They showcase how little they spend on “administrative” expenses instead of helping key stakeholders understand the link between mission impact and sustainable leadership practices
- They say “I don’t have the time to develop leaders”, but they spend lots of time doing the work of those undeveloped leaders
If any of this hits home, you are probably cringing (or thinking up a clever comeback). Either way, I get it. It can be a vicious cycle when executives don’t have the time to reflect and the support to realign.
This is where I add value. I equip nonprofit executives to BE the solution to the “maxed to capacity” phenomenon that is so prevalent in the social sector.