What should an executive director of a small non-profit know?
March 4, 2020 12:23 PM Subscribe
There is a chance that I will become the executive director of the small non-profit where I work (15 employees, few funders, annual budget under $3 million). If I don't become the executive director, I will likely take on several related duties. So: specifically what are books and other resources that I can take in to help me figure out this new role?
I'm aware of this recent post and will be monitoring it as well. It's just a little narrower than my question.
Some of the main areas I feel a need to better understand and respond to:
* Yes, management. But specifically my organization is losing its founding director. We now have what I would call a flat-hierarchy (one person with all veto power, no formal supervisory or accountability structures). I'd like to move away from this and build something new that staff contribute to meaningfully and are bought into. I need some help with figuring out this kind of culture change.
* Staff development: what are the kind of performance assessment measures (from basic categories all the way to specific templates) that I could try to implement? My goal here would be for staff to have clarity about what is expected of them and what indicates "success" in their job, but also to grow, explore their own personal goals, and feel some measure of pride and ownership of their work. Snowflake: we're small and promotional opportunities are few.
* Fiscal stuff: we have an accounts manager, but I feel a real need to personally have some sense of non-profit finances, how to figure out whether a specific expenditure or charge is appropriate, etc. Ultimately I'd like to play a role in establishing much firmer internal controls and guidelines over everything from utilizing consultants to buying things for the staff kitchen. (I don't want to micromanage these things; I want to know that those doing it have necessary guidance.)
* Working with the Board. The Board was largely assembled by the current director and Board president, and I'd love to learn how to work more effectively with them, but also arrive at a more ideal composition for the Board over time (i.e. seats for relationships, fundraising, operational concerns, etc.)
* Anything that helps me figure out the ethics and optics of being a slightly more public person. (How should I interact with staff who have been, til now, peers? How should I interact with the beneficiaries of our work? Partners? Funders? Others?)
Thanks!
I'm aware of this recent post and will be monitoring it as well. It's just a little narrower than my question.
Some of the main areas I feel a need to better understand and respond to:
* Yes, management. But specifically my organization is losing its founding director. We now have what I would call a flat-hierarchy (one person with all veto power, no formal supervisory or accountability structures). I'd like to move away from this and build something new that staff contribute to meaningfully and are bought into. I need some help with figuring out this kind of culture change.
* Staff development: what are the kind of performance assessment measures (from basic categories all the way to specific templates) that I could try to implement? My goal here would be for staff to have clarity about what is expected of them and what indicates "success" in their job, but also to grow, explore their own personal goals, and feel some measure of pride and ownership of their work. Snowflake: we're small and promotional opportunities are few.
* Fiscal stuff: we have an accounts manager, but I feel a real need to personally have some sense of non-profit finances, how to figure out whether a specific expenditure or charge is appropriate, etc. Ultimately I'd like to play a role in establishing much firmer internal controls and guidelines over everything from utilizing consultants to buying things for the staff kitchen. (I don't want to micromanage these things; I want to know that those doing it have necessary guidance.)
* Working with the Board. The Board was largely assembled by the current director and Board president, and I'd love to learn how to work more effectively with them, but also arrive at a more ideal composition for the Board over time (i.e. seats for relationships, fundraising, operational concerns, etc.)
* Anything that helps me figure out the ethics and optics of being a slightly more public person. (How should I interact with staff who have been, til now, peers? How should I interact with the beneficiaries of our work? Partners? Funders? Others?)
Thanks!
Managing to Change the World is the nonprofit management bible, and I swear by it. It's humane but pragmatic, and focused on managing people to their strengths, while also giving good advice on dealing with people who are underperforming. (I also really recommend their in-person trainings if that is a possibility for you)
Boards on Fire is a great book about managing boards, specifically in terms of fundraising.
Fundraising for Social Change is essentially a nonprofit fundraising textbook, and I think every non-profit leader should own it. It's just a great reference guide.
Nonprofit Happy Hour is a very supportive community of nonprofit staffers, and there's also a group for EDs, which I've heard is good (but you're only allowed in if you're currently an ED)
posted by lunasol at 2:53 PM on March 4, 2020 [2 favorites]
Boards on Fire is a great book about managing boards, specifically in terms of fundraising.
Fundraising for Social Change is essentially a nonprofit fundraising textbook, and I think every non-profit leader should own it. It's just a great reference guide.
Nonprofit Happy Hour is a very supportive community of nonprofit staffers, and there's also a group for EDs, which I've heard is good (but you're only allowed in if you're currently an ED)
posted by lunasol at 2:53 PM on March 4, 2020 [2 favorites]
Is there any chance that you have the ability to come to the East Coast for a week+ this summer? Georgetown University runs a great non-profit management executive certification program that could give you a lot of guidance on all these issues and more.
They have a summer session June 13-20 that is currently accepting applications, and there are scholarships available if you qualify as "diverse".
If you can't make it to DC, maybe there's something like this in your area?
posted by mccxxiii at 2:59 PM on March 4, 2020
They have a summer session June 13-20 that is currently accepting applications, and there are scholarships available if you qualify as "diverse".
If you can't make it to DC, maybe there's something like this in your area?
posted by mccxxiii at 2:59 PM on March 4, 2020
If you aren't already reading Ask a Manager, you might want to add it to your bookmarks. There's a lot of chat about non-profits over there, plus a massive archive full of reader questions about pretty much every scenario you'd ever imagine.
posted by BeeJiddy at 5:03 PM on March 4, 2020 [1 favorite]
posted by BeeJiddy at 5:03 PM on March 4, 2020 [1 favorite]
You need to join the American Society of Association Executives. Everything you're trying to do has been covered by them and they're always adding new content. You can participate in a group just for new EDs and ask all your questions - and get helpful and useful answers.
I belong and find the small groups (online/chat), their publications, and the magazine the most beneficial.
posted by XtineHutch at 6:55 PM on March 4, 2020 [1 favorite]
I belong and find the small groups (online/chat), their publications, and the magazine the most beneficial.
posted by XtineHutch at 6:55 PM on March 4, 2020 [1 favorite]
I'm the founder/Executive Director of my organization.
I second lunasol's recommendation of the trainings from The Management Center, which specializes in nonprofits. They even have trainings for staff about how to manage up.
You may also have a state nonprofit association that is helpful (quality can vary by state). And yes, if you become an ED join the ED Happy Hour Facebook page. Also follow NonproftAF.
If there is the remotest chance that the organization might want to do some lobbying around its issues (and really, you ought to), then the Alliance for Justice Bolder Advocacy project is indispensable. For example, do you know if your org has taken the Schedule H election? All nonprofits should!
BoardSource is another great resource about, you guessed it, boards.
Not cheap, but a good way to attract board members from outside your social circles is a LinkedIn ad. Requires significant vetting, of course.
Now is a good time for your organization to take notes and update its succession plan. What would happen to the org if the ED (or say your finance person) got hit by a bus tomorrow? Key person insurance can help cushion the blow, but who knows what all the passwords are, or when the compliance documents are due? I attended a training by Raffa that was pretty good.
Finally, if you get hired as an ED, work with your board and development staff to find funding for an executive coach for you. Being the Executive Director, and being managed by a board, is a very lonely, difficult, and unusual job, but also rewarding in many unexpected ways.
I'll try to add a few books when I'm back in my office.
posted by postel's law at 8:48 PM on March 4, 2020 [1 favorite]
I second lunasol's recommendation of the trainings from The Management Center, which specializes in nonprofits. They even have trainings for staff about how to manage up.
You may also have a state nonprofit association that is helpful (quality can vary by state). And yes, if you become an ED join the ED Happy Hour Facebook page. Also follow NonproftAF.
If there is the remotest chance that the organization might want to do some lobbying around its issues (and really, you ought to), then the Alliance for Justice Bolder Advocacy project is indispensable. For example, do you know if your org has taken the Schedule H election? All nonprofits should!
BoardSource is another great resource about, you guessed it, boards.
Not cheap, but a good way to attract board members from outside your social circles is a LinkedIn ad. Requires significant vetting, of course.
Now is a good time for your organization to take notes and update its succession plan. What would happen to the org if the ED (or say your finance person) got hit by a bus tomorrow? Key person insurance can help cushion the blow, but who knows what all the passwords are, or when the compliance documents are due? I attended a training by Raffa that was pretty good.
Finally, if you get hired as an ED, work with your board and development staff to find funding for an executive coach for you. Being the Executive Director, and being managed by a board, is a very lonely, difficult, and unusual job, but also rewarding in many unexpected ways.
I'll try to add a few books when I'm back in my office.
posted by postel's law at 8:48 PM on March 4, 2020 [1 favorite]
Still haven't made it to my office, but make sure the organization has directors and officers insurance. If they don't have it and refuse to buy it, run
posted by postel's law at 8:38 PM on March 7, 2020
posted by postel's law at 8:38 PM on March 7, 2020
This thread is closed to new comments.
posted by metahawk at 1:22 PM on March 4, 2020