LITMIR.BIZ

      CHAPTER 1

      THE SUPERPOWERS OF NONPROFIT LEADERSHIP

      “To behave like an executive director.” A very good goal for an executive director, I might add.

      E.T. became a client and we teased out exactly what he meant by this.

      To be a leader and not a department head. To worry about the whole organization and every stakeholder. To stare at cash flow and wonder about payroll. To take responsibility for partnering with the board so that its members can fulfill their obligations. To stand up at a gala and give an inspiring and motivating speech. To feel an overwhelming sense of responsibility for the communities you serve.

      It's a hard role and a hard role to cast for. I am currently working with a board that cannot agree on the role the executive director should play (and they are already interviewing candidates!). (Can you say, “Cart before the horse”?)

      Who should a board be looking for? What matters? In small organizations, the staff leader really does do it all. A person who can inspire a group with her words and read a balance sheet? What skills and attributes matter? Do you have them? How do you cultivate them?

      And the decision is so important. In my experience, leadership transitions are the most destabilizing forces in a nonprofit organization. Try raising money when you are between executive directors. 'Nuff said.

      What's interesting is that all these same issues and questions apply to board chairs as well. What should an organization be looking for in a board chair? (Note: the correct answer is not “Pray that someone raises her hand and pick her.”) How might the skills and attributes of that person complement those of the staff leader? What skills and attributes matter? How do you cultivate them?

      Before I give you the answer to these questions, let's try a little quiz. Are you currently a nonprofit E.D., overwhelmed by the idea that you need to be all things to all people? A board chair enthusiastic about leading the board to support the staff? Or someone who aspires to change the world and make the for-profit to nonprofit leap?

      The quiz should put things into perspective and begin to reveal the superpowers.

      So riddle me this, Batmen and – women, it's time to pick your next board chair or executive director. Here are the finalists:

      • Superman

      • Spiderman

      • Gumby

      • Kermit the Frog

      Let's dissect this, shall we? (Oh, apologies to Kermit – not a good word for frogs.)

      Each of these four have amazing strengths. Perhaps at first blush, you figure any of them could be a five-star nonprofit leader.

      Superman?

      This guy has some serious things going for him:

      • Sometimes organizations just want someone to swoop in and save the day.

      • He's dripping with integrity and tells the truth.

      • He is very smart.

      • Would you say, “No” to him if he asked you for a donation?

      • He has a fabulous outfit (I hear capes might be coming back).

      Spiderman?

      Lots of appeal here, too. He's human, powerful, and nerdy. He's vulnerable but strong. Some comic book fanatics say he is the single greatest superhero of them all.

      • He has real humanity – vulnerabilities, guilt, and flaws.

      • He's driven. Peter Parker, the man behind Spiderman, helps people because he understands the price of not doing it – he could have prevented his uncle's death.

      • He grows into his power. The responsibility of leadership is not something he asks for but he accepts it and uses that responsibility to the best of his ability.

      Gumby?

      One of my senior staff members gave me a small Gumby figure I have right here on my desk. When I look at him, I am reminded that not everything is black and white and that being flexible is absolutely key to success in any setting. Is Gumby your man?

      • He's well rounded.

      • Very optimistic – would lead with an optimism that his organization could change the world.

      • He's someone you want to be around – kind, warm-hearted, and generous.

      • He has real humanity – vulnerabilities, guilt, and flaws.

      Kermit?

      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 E.D. is a good performer but the founder is driving her mad. You are worried she may be recruited away.

      Who is the guy for the job? (I just grabbed a few superhero prototypes – there are lots of great women leaders out there, too.)

      Superman is the command-and-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 the world is not that simple. Nonprofit leadership demands both an understanding 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.

      Spiderman is a more empathetic, three-dimensional leader. His downfall is the challenge of many leaders

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