Читать книгу Joan Garry's Guide to Nonprofit Leadership - Garry Joan, Joan Garry - Страница 16

Another guy with some solid skills and attributes for nonprofit leadership:

 A team builder, he can bring a diverse group together. Anyone who can get Gonzo, Fozzie, and Miss Piggy working toward a common goal has a real superpower.

 Kermit is an optimist but not a Pollyanna. He can get down sometimes too, but in the end, he has a vision and rallies the Muppets around it.

 He cares deeply about doing the right thing.

 Kermit is your go‐to guy in a crisis.

 Strong planning skills.

 His ego is just the right size — he can and does admit mistakes.

Time to put the four of them to the test. Here's the kind of situation each of them may encounter. Then you get to make your choice.

You need a new board chair. The previous leader didn't want the job — might have been in the restroom during elections. Committees are dormant. The board does a decent job selling tickets to your big gala, but half of them don't want to pay for a ticket themselves. The founder of the organization is a big personality, and when she stepped down two years ago, she offered to join the board; and your previous board chair couldn't say no. She isn't letting go of the job. Your ED is a good performer, but the founder is driving her mad. You are worried she may be recruited away.

Who is the right person for the job?

Black Panther is the command/control nonprofit leader. The world is quite black‐and‐white for him. He would see board members as “good guys” or “bad guys”; we know it's not that simple. Nonprofit leadership demands both an understanding of and an appreciation for nuance and the land of the gray. We know this type. A good leader to dig you out fast but not the marathon guy.

Spider‐Man is a more empathetic, three‐dimensional leader. His downfall is the challenge of many leaders — insecurity.

Elastigirl? What a nice woman. Who wouldn't want to sit and hear about an organization from somebody like Helen Parr? She is a relationship builder of the highest order. But her fatal leadership flaw? She is a pleaser — a bit too flexible. Now, most nonprofit leaders have some pleaser stuff going on. But if it drives you, you are done for. You have various stakeholders, and pleasing everyone usually means pleasing no one. Your job isn't about pleasing; it's about serving your mission.

OK, so I've given the answer away.

My vote goes to Kermit hands down.

First off, Kermit would have figured out some way to give the founder a big role with no real power—look how he manages Piggy. He would rally the troops without shaming them. He would find the key strength in each board member and bring out the best in each of them. He would not be overly bossy with the ED — he'd offer his support and be more like a coach. And he would help staff and board keep their eyes on the prize, never losing sight of the organization's mission and vision.

Kermit may not thrive in a hierarchical work environment, but he'd be a rock star ED or board chair.

Kermit is not perfect, and he knows it. This trait is key to effective leadership. It makes him a good delegator! He is all about team, and he understands the value each team member brings to the work. He believes in diversity. He likes to work to reach consensus but never loses sight of the end game — he stays true to the cause. He is fair and listens, and he can manage high‐maintenance personalities without sacrificing the work. I also think he can disagree, and his team ultimately listens and respects his decisions (decisions they feel were made with their input).

Kermit understands what it takes to be a great leader in the nonprofit sector:

 Understanding that power comes from all around you.

 Recognizing that developing core leadership attributes is as important as skills building.