As the position of nonprofit ED becomes more demanding, there is a need for an up-to-date resource. This revised edition of the best-selling book is filled with management advice for succeeding as an executive director. This new edition includes thoroughly updated information and new content. It covers topics on timely issues and practical strategies including: Avoiding Burnout, Accountability, Professional Networking, Financial Literacy, Measuring Effectiveness, and much more. Ideal for ED s and board members, the book also includes new cases and stories from the field and practical tips sidebars.
Autorentext
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.
Inhalt
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
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