So, You Want to Be a Nonprofit CEO?

“Hugely gratifying, often lonely—and occasionally terrifying.”

—Larry M Rosen

 

My Approach

Occupying the seat between the board of directors and the employed staff, between the organization and the community, between the donors and the organization’s work is, at once, hugely gratifying, often lonely—and occasionally terrifying.

Until the new CEO has established trusting relationships with these constituencies, it is very helpful to have a dispassionate confidant for those all-too-frequent moments in which it would be unthinkable to confess ignorance, confusion, uncertainty or missteps to either members of the governing board or members of the staff.

Someone promoted to the C-suite from within the organization soon learns that people find it difficult to speak freely with the CEO. It becomes apparent that:

  • The organization’s issues are more layered and complex than first thought.

  • Staff members seem to be trying too hard to leave a good impression.

  • She somehow got better looking, smarter and funnier than she remembered being last week.

I care only about you and your goals. I listen carefully to you, I’ve been there, and can read between the lines and help you see around the next corner.

“The essential requirement—and marker of success—of nonprofit CEOs is understanding how to engage and involve volunteers, staff, members and community partners.”

—Larry M Rosen

 

Being in Charge…of What, Exactly?

One of the most difficult challenges of organizational leadership, especially in nonprofits governed by a volunteer board of directors, is using the authority of the position without appearing to wield it.

The highest expression of CEO leadership is the continuous creation of co-owners and co-producers of the organization’s mission and work.

The essential requirement—and marker of success—of nonprofit CEOs is understanding how to engage and involve volunteers, staff, members and community partners.

Among the critical skills in this approach is the ability to lead by asking the compelling questions that others not only can’t ignore, but which they find energizing and affirming of their ability to contribute. By contrast, attempting to lead by using executive authority to “make the tough decisions” has a regrettably short lifespan.