The Executive Director's Survival Guide: Thriving as a Nonprofit Leader

by Mim Carlson (Univ. of San Francisco and California State Univ., Hayward); Margaret Donohoe (San Jose, California)

• ISBN13: 9780787958770
• ISBN10: 0787958778
• Edition: 1st
• Format: Hardcover
• Copyright: 2003-10-01
• Publisher: Jossey-Bass

Summary

The Executive Director's Survival Guide provides new insight, inspiration, and tools to meet the real life challenges and rewards of leading a nonprofit organization--and to thrive in this big job. Written by Mim Carlson and Margaret Donohoe, experienced nonprofit professionals and consultants on nonprofit leadership, this vital resource will give you the help you need to develop and strengthen personal, interpersonal and organizational effectiveness. It is filled with practical advice for succeeding in the position and offers a reader-friendly question and answer format.Read a Charity Channel review: http://charitychannel.com/publish/templates/?a=7625&z=25

Author Biography

Mim Carlson and Margaret Donohoe have focused their experience, insight, and energy on helping the new generation of nonprofit leaders navigate the many opportunities and challenges of being an Executive Director. The insight they provide is not just academic or theoretical: it comes from their own careers in the sector. They each draw on over twenty years of hands-on experience as Executive Directors, Interim Executive Directors, Board members, and now Leadership and Transition Consultants.

Table of Contents

EXHIBITS	xvii
PREFACE	xix
ACKNOWLEDGMENTS	xxvii
THE AUTHORS	xxix
PART ONE Finding Your Way as Executive Director	1	(36)
CHAPTER ONE Succeeding in This Big Job	3	(10)
What are the roles and responsibilities of an Executive Director?
What is the difference between a leader and a manager?
When should an Executive Director lead, manage, or support others?
CHAPTER TWO Developing as an Executive Director	13	(12)
How does an Executive Director find the time for professional development, and what opportunities are available?
What is an executive coach and how does an Executive Director find one?
How does mentoring work for an Executive Director, and who makes a good mentor?
When the going gets really tough, how does an Executive Director stay inspired?
CHAPTER THREE Finding Balance in the Role of Executive Director	25	(12)
Why are Executive Directors so susceptible to burnout?
How can I find balance as an Executive Director?
How do I set boundaries on my work life so I still have a personal life?
Where do I find the time to do everything an Executive Director has to do?
How can an Executive Director delegate when everyone is already busy?
PART TWO Executive Director as Visionary	37	(32)
CHAPTER FOUR Understanding Nonprofit Organizational Culture	39	(12)
What does organizational culture mean?
How does understanding the organization's culture make the Executive Director more effective?
How does an Executive Director determine what the organization's culture is?
What are some strategies for changing or moving an organization's culture to where it needs to be in order to be successful?
CHAPTER FIVE Creating and Sustaining a Vision	51	(8)
What is a vision and why is it important?
What are ways for an Executive Director to articulate and develop a shared organizational vision?
Why is planning important to the vision process in a nonprofit, and what is the Executive Director's role in this process?
If you're always in crisis or catch-up mode as an Executive Director, how do you find time to plan?
CHAPTER SIX Determining Organizational Effectiveness	59	(10)
What does an effective nonprofit organization look like?
How soon after starting should the Executive Director begin to examine the organization's effectiveness?
How does an Executive Director tie personal performance and effectiveness to that of the organization?
What happens if the Board and Executive Director determine the organization is no longer effective?
PART THREE Executive Director as Change Agent	69	(24)
CHAPTER SEVEN Embracing a Changing Nonprofit Environment	71	(6)
Why is change synonymous with the identity of the nonprofit sector?
How are the lines that have traditionally defined the business and nonprofit sectors changing?
What are the new demands for accountability and measurable outcomes?
CHAPTER EIGHT Understanding Changing Life Cycle Stages in Nonprofits	77	(8)
What life cycle stage is my organization in?
What skills does an Executive Director need in each stage?
CHAPTER NINE Leading Organizational Change	85	(8)
How can Executive Directors help their nonprofits embrace a healthy change process?
What is the Executive Director's role and that of the Board, other staff, and volunteers in a change process?
How soon after a new Executive Director is hired should a change process begin?
PART FOUR Executive Director as Relationship Builder	93	(50)
CHAPTER TEN Nurturing a Relationship with the Board	95	(24)
What are the attributes of an effective Board and what does it take to create one?
What does a healthy relationship between a Board and its Executive Director look like and how is it established?
How does one differentiate between Board and Executive Director responsibilities?
What information does the Board need, and how often?
Who makes what decisions in a nonprofit?
How important is the relationship between the Executive Director and the Board Chair?
What do you do if there are problems between you and the Board Chair?
What should an Executive Director do with a renegade Board member?
CHAPTER ELEVEN Establishing Productive Staff Relationships	119	(14)
How does an Executive Director who is new to an organization build quick credibility with paid and unpaid staff?
How does an Executive Director encourage positive relationships and establish a healthy culture among staff and volunteers?
What are ways to build leadership and management skills among paid and unpaid staff?
How does an Executive Director build a culture of respect and trust for all staff?
What are strategies for establishing strong lines of communication with staff?
How can e-mail be used as an effective communication tool with staff?
How does an Executive Director offer and receive support from staff and volunteers while keeping an arm's-length relationship?
CHAPTER TWELVE Following the Founder	133	(10)
Why do relationships with Founders in transition tend to be so complicated?
What is the best way for an Executive Director to work with a Founder who is still a member of the Board of Directors?
What does the Executive Director do if the Founder is causing serious problems for the organization?
What are the pros and cons of having the Founder stay on as a staff person or consultant?
PART FIVE Executive Director as Community Creator	143	(34)
CHAPTER THIRTEEN Engaging External Stakeholders	145	(10)
Who are an organization's external stakeholders?
How can the Executive Director develop and nurture relationships with key stakeholders?
CHAPTER FOURTEEN Embracing Partnerships and Collaboration	155	(10)
How can Executive Directors assess the values and risks of leading their organizations into partnerships?
What forms of partnership exist beyond informal collaboration?
How can Executive Directors prepare their organizations to enter into partnerships?
CHAPTER FIFTEEN Ensuring Broad Representation	165	(12)
What does broad representation mean for a nonprofit?
How does an Executive Director lead an organization with broad and varied viewpoints, beliefs, and practices?
Who holds the power in an organization and how are decisions made?
How can an Executive Director be a positive role model in encouraging inclusion and diversity?
How does an Executive Director manage diversity-related conflicts in an organization?
PART SIX Executive Director as Resource Wizard	177	(28)
CHAPTER SIXTEEN Ensuring Sound Financial Management	179	(16)
What are the major differences between for-profit and nonprofit finances?
Who takes the lead in fulfilling the various financial management roles in a nonprofit?
What is the Board's role in the budgeting process?
After the Board passes a budget, what authority does the Executive Director have to implement programs or contracts?
What should an Executive Director do if it looks like someone has misappropriated funds or resources?
What financial reports do the Board, staff, and volunteers need to see and how often?
If there is a financial crisis, what does the Executive Director tell the Board and staff?
How do nonprofits determine their fiscal year?
CHAPTER SEVENTEEN Sustaining the Organization with Team-Based Fundraising	195	(10)
Who has the primary responsibility for raising money in a nonprofit?
How much of an Executive Director's time should be spent raising money?
Where do nonprofits find funds for overhead costs of administration and building infrastructure?
PART SEVEN Executive Director in Transition	205	(22)
CHAPTER EIGHTEEN Moving On: Leading Your Own Career Transition	207	(12)
When is it time for an Executive Director to consider a career move?
Why is the decision to leave so difficult for the Executive Director and the organization?
How should a nonprofit approach succession planning?
How can the departing Executive Director make the leadership transition run smoothly?
CHAPTER NINETEEN Envisioning Your Next Career	219	(8)
What are the first steps to making a career change?
What kind of support does an Executive Director need to make a career change?
How do I translate self reflection into a set of career goals?
What are some typical career paths for former Executive Directors?
CONCLUSION	227	(2)
RESOURCES	229	(16)
INDEX	245