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Joan Garry. Joan Garry's Guide to Nonprofit Leadership
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Praise for Joan Garry’s Guide to Nonprofit Leadership
JOAN GARRY'S GUIDE TO Nonprofit Leadership. Because the World is Counting on You
Preface to the Second Edition
Acknowledgments
Introduction
Chapter 1 The Superpowers of Nonprofit Leadership
A QUIZ
Black Panther?
Spider‐Man?
Elastigirl?
Kermit?
YOU'RE NOT ON TOP OF ANYTHING
WHAT DO I DO WITH ALL THIS?
Black Panther Tendencies
Spider‐Man Tendencies
Elastigirl Tendencies
WHAT WAS THIS QUIZ REALLY ABOUT?
THE FIVE KEY SUPERPOWERS
THE REAL POWER OF LEADERSHIP
Chapter 2 You've Got to Get Me at Hello
TELL ME ABOUT YOUR ORGANIZATION
IN THE LOBBY — THE MISSION STATEMENT
IN THE ELEVATOR — THE PITCH
STEP OFF THE ELEVATOR AND WORK THE ROOM
TWO UNIVERSAL CHALLENGES
1. The Curse of Knowledge
2. The Elements of a Good Story
Don't Assume
Don't Give Me a List
Don't Lead with a Vision That Feels out of Reach
A COMPELLING STORY
TWO MORE EXAMPLES FOR EMPHASIS
FedEx
In My Own Backyard
PRACTICE, KID, PRACTICE
Chapter 3 Copilots in a Twin‐Engine Plane
THE IDEAL BOARD CHAIR PROFILE
RECRUITING THE IDEAL BOARD CHAIR
THE FIVE‐STAR BOARD CHAIR CHECKLIST
THE TELLTALE SIGNS OF WRONG
PLAYING THE HAND YOU'RE DEALT
GET IT RIGHT FROM THE START
Prepare to Allocate a Lot of Time in the First 30 Days
WHO DECIDES?
Hiring / Evaluating / Firing the Executive Director
Strategic Plan
Annual Budget
Board Building
Program Design, Execution, and Evaluation
Staff Supervision
Chapter 4 Why Boards Matter
THE REAL PROBLEM WITH BOARDS
THE BIG WHY
WE'VE GOT THE “WHY”; NOW ON TO THE “WHAT”
THE TEN BASIC RESPONSIBILITIES OF NONPROFIT BOARDS
HOW A TYPICAL BOARD OPERATES
THE FOUR DEADLY SINS OF DYSFUNCTIONAL BOARDS
The Sin of Fear
The Sin of Penny‐Pinching
The Sin of Cluelessness
The Worst Sin of All — Abuse of Power
HOW DID WE GET HERE?
GET IT RIGHT FROM THE START
Build An Intentional Design
Market Board Service
Use Diversity as a Lens
Invest in Onboarding
TRANSFORMING THE BOARD YOU HAVE
Diagnose
Different Times Call for Different Board Members
Term Limits
Accountability
Could YOU Be the Problem?
IGNITING YOUR BOARD
Board Meetings
Communications — The Right Kind
Invest in Their Ability to Be Ambassadors
Storytelling Practice
Support Board Members in Spreading the Word
PUT IT ALL TOGETHER AND WHAT DO YOU GET?
Chapter 5 The Key Is Not in the Answers. It's in the Questions Building Successful Strategies with Room for Innovation. THE POWER OF DELETING A WORD
THE POWER OF INQUIRY
WE'RE ALL IN THIS TOGETHER
START AT THE VERY BEGINNING
A MISSION SNIFF TEST
WHAT SUCCESS LOOKS LIKE
BIG DREAMS, BIG CHALLENGES, AND SMALL BUDGETS
10 FINAL WORDS OF ADVICE TO KEEP HANDY
Chapter 6 You Can Do This
I JUST CAN'T
YES, YOU CAN
YES, YOU WILL SCREW IT UP
CASE STUDY: GIRL SCOUTS AND THOSE DAMNED THIN MINTS
The Event Ask
The Individual Ask
THE BOARD CAN TAKE THE LEAD ON FUNDRAISING
BUILDING A CULTURE OF FUNDRAISING IN YOUR ORGANIZATION
SAVING THE MOST IMPORTANT LESSON FOR LAST
Chapter 7 Managing the Paid and the Unpaid orI Came to Change the World, not Conduct Evaluations
MANAGING IN 3D
HAVING A VOICE: DECISION‐MAKING
HAVING A VOICE: OWNERSHIP
THE MISSING PIECE: CLEARLY DEFINED ROLES AND GOALS. Roles
Goals
WHAT ABOUT THE UNPAIDS?
THE CLASH OF THE TYPE A'S
GROUP, TEAM, OR FAMILY?
RETREATS ARE NONNEGOTIABLE
MY RETREAT RECIPE
KEEPING THE KEEPERS ON THE BUS
SUPERVISING AND EVALUATING THE EXECUTIVE DIRECTOR
TWO THINGS EVERYONE IN YOUR ORGANIZATION WANTS
Chapter 8 The Small and the Mighty
WHAT I BET YOU DON'T KNOW
NOT ALL THE SAME RULES APPLY
NONPROFIT FOUNDERS
THE SUPERPOWERS OF THE SMALL NONPROFITS
THE KRYPTONITE OF THE SMALL NONPROFITS
GETTING UNSTUCK AND SCALING UP
THREE BIG MOVES (NOT PRIORITIES)
Move #1: Invest in Yourself
Move #2: Invest in Your Partnership
Move #3: Build Your Army
IMAGINE
Chapter 9 When It Hits the Fan
HOW ARE WE DEFINING CRISIS?
WHEN THE LIGHT AT THE END OF THE TUNNEL IS AN ONCOMING TRAIN
BUILDING A CRISIS MANAGEMENT PLAN
Phase I: Listing the Worst Things That Could Happen
Phase II: Imagining the Worst Headline About Your Organization on the Front Page of the New York Times
Phase III: Making Assumptions
Phase IV: Outlining a Process
NOW YOU ARE SET FOR WHEN IT HITS THE FAN, RIGHT?
THE DOGNAPPING THAT WASN'T
IS A CRISIS PREVENTABLE?
WHAT CRISIS MANAGEMENT SHOULD LOOK LIKE
FINANCIAL CRISIS AND LAYOFFS
THE MAIN THING
Chapter 10 Hello, I Must Be Going orNavigating Leadership Transitions
ARE THESE FOLKS GOOD AT THEIR JOBS?
Formal Evaluations
HR Professionals
BOARD CHAIR RED FLAGS AND ACCOUNTABILITY
The Autocrat. Symptoms
Challenges
Antidote
The Board Chair on Steroids
Symptoms
Challenges
Antidote
The Weakest Link
Symptoms
Challenges
Antidote
WHEN THE STAFF LEADER ISN'T LEADING
The Bad Hire
Symptoms
Challenges
Antidote
Toast EDs
Symptoms
Challenges
Antidote
The Founder Who Sticks Around Too Long
Symptoms
Challenges
Antidote
THE FIVE‐STAR STAFF LEADER CALLS IT QUITS
An ED Contract
Thoughtful Transition Planning
MAKING A GREAT HIRE
The Biggest Mistake Boards Make
A Strong Search Committee
Building a Strong, Large, and Diverse Pool of Prospects
A Thoughtful Strategy to Contend with Internal Candidates
THE ON‐DECK CIRCLE
SETTING A NEW EXECUTIVE DIRECTOR UP TO SUCCEED
“OK, New CEO. Take it From Here. We are Exhausted.”
“We Have to Stay Close Because [ Insert Good Reason Here].”
Getting It Right
WHAT LEADERS DO DURING VULNERABLE TIMES
Chapter 11 You Are the Champions
Bibliography. PREFACE
CHAPTER 1: THE SUPERPOWERS OF NONPROFIT LEADERSHIP
CHAPTER 2: YOU'VE GOT TO GET ME AT HELLO
CHAPTER 4: WHY BOARDS MATTER
CHAPTER 5: THE KEY IS NOT IN THE ANSWERS. IT'S IN THE QUESTIONS
CHAPTER 7: MANAGING THE PAID AND THE UNPAID
CHAPTER 8: THE SMALL AND THE MIGHTY
CHAPTER 9: WHEN IT HITS THE FAN
CHAPTER 10: HELLO, I MUST BE GOING
Index. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Y
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