Читать книгу Joan Garry's Guide to Nonprofit Leadership - Garry Joan, Joan Garry - Страница 23

Dear Joan,

I chair the ED search committee for our organization, and we are in the final rounds with two very different candidates. One is well known in our community and would bring gravitas to our organization. He is known to be a great fundraiser; finance and management skills are not his forte and his background in media (our sandbox) slim. The other candidate is from corporate America, basically unknown in our sector, strong in our sandbox, known for strong management and zero fundraising experience.

Oh, and did I mention that we may not hit payroll next week? And that we owe a quarter of a million dollars to vendors?

Who should we hire … Help!

Signed,

Conflicted in the Boardroom

Trust me. Any search committee could have written this.

And it's not just a board dilemma.

It's universal to anyone inside or outside of an organization considering a move into leadership. Thinking about throwing your hat in the ring for a promotion at your school — you've been a teacher but never a fundraiser? Are you the COO who feels ready for the leadership gig? Are you a current board chair with no fundraising experience? Could you be an ED that won't admit to a soul that the balance sheet is total gibberish to you?

And it's a dilemma for current leaders, working to be the nonprofit leaders their organizations deserve.

A number of years ago, a statewide human rights organization had a similar dilemma. Hire the candidate with deep roots in the issue — well known in the community, strong media skills, and a fundraising track record.

The other finalist — no chops in the sector, not a fundraiser, came from the labor movement. You know, the movement where you need to get lots of people on the same page and then fight for what you believe in? A movement in which your reps have to trust you, allow you to lead — one in which relationship building is key?

They picked the labor candidate. This candidate grabbed the reins and the organization grew in scope and impact in very short order.

How did this hire get made?

Attributes may in fact be the true superpowers of leadership.

Someone on that search committee encouraged the group to consider the “chop‐less” candidate through a different lens.

Through the lens of key leadership attributes. And in my opinion, attributes may in fact be the true superpowers of leadership. (I know it might be confusing with all these numbers floating around, four superheroes, five superpowers, but math never was my strong suit.)

And yes, I have a list.

 Conviction: As each of you knows, nonprofit leadership is no walk in the park. Hey, why should it be? You are moving mountains. But without conviction in the real promise of the organization, no one will follow your lead. When I coach clients who have been leaders for a long period of time, I often ask “Are you as passionate about the mission of this organization as you were when you arrived?” When I hear a pause of any sort, we talk about it. A lot.

 Authenticity: Real leadership demands it. So too does fundraising. Because it is the foundational attribute of trust.

Ever been to a fundraiser when the head of the school, or board chair is talking to you but not looking at you and not listening to you? Rather, she is, but to spot the next donor on her list — you know, the one who gives more than you do. Icky right? Because there is nothing genuine about your interaction. I'm guessing the leader didn't ask you any questions about you and how you were doing.

Not authentic.

What does authenticity look like?

Working a room? Come on. I like to say that everyone is really interesting for at least 3–5 minutes. So, engage authentically, learn something, and maybe teach something.

Authenticity looks like admitting failure. Everyone makes mistakes, but a person who lives in the world authentically shares her mistakes, or values the role mistakes can make in becoming a more effective and productive organization.

 Learn to Tell a Good Story: I drive staff and board clients mad talking about this. A great leader is a great storyteller. In the next chapter, I talk about this at great length, but it is absolutely critical and a key component of my coaching work with clients around commencement addresses and gala remarks. What kind of story? The kind of story that makes folks say “Tell me more.” or “Let me get out my checkbook.” or “Now THAT is a story I should write about!” or “Will you come talk to my congressperson?”

Have Fun; Be Funny: One of the reasons I started my blog (https://blog.joangarry.com) was that nearly every nonprofit resource was so damned serious. I get it. Saving the world is serious business. But that kind of intensity is unsustainable. You have to have a release valve. I find that behaving like an eight‐year‐old is often a very good strategy.

FIGURE 1.3 Aasun's other board.

So, we were in the middle of a board meeting and a quite serious discussion about the need for greater investment in technology. Our IT Director, Aasun Eble, who was indeed quite able, was giving a serious and dry presentation. Seemingly out of nowhere, the following slide appeared.

Aasun decided we should all meet his three poodles. The room became weak with laughter, but that is not the end of the story.

From that day forward, you did not give a board presentation at a GLAAD board meeting without a picture of your pets appearing somewhere on a slide. This gimmick brought my senior staff to life for our board in a way that resonated for them. It was no longer the Director of IT or the CFO. It was Kerry, the dad to two adorable kittens, Marilyn and Monroe. And it was unexpected and funny. It brought us together in a different sort of way.

 Be Bold: I believe that with authenticity and conviction comes a sense of fearlessness. Now I'm not suggesting that you suggest a bold new strategy or initiative in your first week (that would be stupid, not bold). I'm suggesting that your board, your staff, and your constituents or clients deserve a leader who will make the tough calls, come up with a new idea, and try it. I'm not talking about arrogance here, nor am I talking about a leader who behaves like a lone cowboy. But remember: didn't you step into a leadership role to change the status quo?

 Be Joyful: Related to but different from humor. This should not be that hard to feel or to project.

I have a beef with Executive Directors who don't see their work as a privilege. To get paid to do something that matters? To make a living making some part of the world a better place? I'm not naive; the work can be hard, painful, and sometimes feel like too steep a climb. But make no mistake. It's a joy and a privilege. The most effective nonprofit leaders see it this way, and their attitudes are palpable.

Did you just read the list and remember wistfully that Dino's Pizzeria is looking for drivers?

Don't give up on me so easily.

Remember:

 Nobody has all these attributes from the start.

 These attributes can be developed, and you can present them in your own way.

 These attributes do not replace skills; I am just arguing that attributes are often ignored as you consider your own leadership bag of tricks. Working on cultivating these attributes can have as much if not more of a payoff than a class on how to read a balance sheet or a certificate in nonprofit fundraising.