{"id":585181,"date":"2017-02-15T15:39:34","date_gmt":"2017-02-15T20:39:34","guid":{"rendered":"https:\/\/joangarry.com\/?p=585181"},"modified":"2022-06-27T10:29:40","modified_gmt":"2022-06-27T14:29:40","slug":"great-leadership","status":"publish","type":"post","link":"https:\/\/joangarry.com\/great-leadership\/","title":{"rendered":"How to Take Your Leadership Game From Good to Great"},"content":{"rendered":"

This post is adapted\u00a0from Joan\u2019s new book\u00a0Joan Garry\u2019s Guide to Nonprofit Leadership: Because Nonprofits Are Messy<\/a>.<\/em><\/p>\n

<\/p>\n

Imagine for a moment that you chair the Executive Director search committee on your board. You\u2019re in the final rounds with two very different candidates.<\/p>\n

One is well known in your community and would bring gravitas to your organization. He\u2019s known to be a great fundraiser, but finance and management skills are not his forte and his background in media \u2013 your sandbox \u2013 is slim.<\/p>\n

The other candidate is from corporate America. She\u2019s basically unknown in your sector but is strong in your sandbox and is known for strong management. She has zero fundraising experience.<\/p>\n

Your organization is in financial trouble. It\u2019s so bad you may not hit payroll next week. Plus, you owe a quarter-million dollars to vendors.<\/p>\n

Who should you hire?<\/p>\n

Trust me. Any search committee could have this exact issue.<\/p>\n

And it\u2019s not just a board dilemma.<\/p>\n

It\u2019s 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 \u2013 you\u2019ve 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 E.D. that won\u2019t admit to a soul that the balance sheet is total gibberish to you?<\/p>\n

And it\u2019s a dilemma for current leaders, working to be the nonprofit leaders their organizations deserve.<\/p>\n

A number of years ago, a statewide human rights organization had a similar dilemma. Hire the candidate with deep roots in the issue \u2013 well known in the community, strong media skills and a fundraising track record.<\/p>\n

The other finalist \u2013 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 \u2013 one in which relationship building is key?<\/p>\n

They picked the labor candidate. This candidate grabbed the reins and the organization grew in scope and impact in very short order.<\/p>\n

How did this hire get made?<\/p>\n

Someone on that search committee encouraged the group to consider the \u2018chop-less\u2019 candidate through a different lens.<\/p>\n

Through the lens of key leadership attributes. And in my opinion, attributes may in fact be the true superpowers of leadership.<\/p>\n

And yes I have a list.<\/p>\n

THE SIX ATTRIBUTES OF A GREAT NONPROFIT LEADER<\/h2>\n<\/p>\n

1. Conviction<\/h3>\n<\/p>\n

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, \u201cAre you as passionate about the mission of this organization as you were when you arrived?\u201d When I hear a pause of any sort, we talk about it. A lot.<\/p>\n

2. Authenticity<\/h3>\n<\/p>\n

Real leadership demands it. So too does fundraising. Because it is the foundational attribute of trust.<\/p>\n

Ever been to a fundraiser when the head of 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 \u2013 you know, the one who gives more than you do. Icky right? Because there is nothing genuine about your interaction. I\u2019m guessing the leader didn\u2019t ask you any questions about you and how you were doing.<\/p>\n

Not authentic.<\/p>\n

What does authenticity look like?<\/p>\n

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.<\/p>\n

Authenticity looks like admitting failure. Everyone makes mistakes but a person who lives in the world authentically shares his\/her mistakes or values the role mistakes can make in becoming a more effective and productive organization.<\/p>\n

3. Learn To Tell A Good Story<\/h3>\n<\/p>\n

I drive staff and board clients mad talking about this. A great leader is a great storyteller. It is absolutely critical and a key component of my coaching work I do with clients around commencement addresses and gala remarks.<\/p>\n

What kind of story? The kind of story that makes folks say \u201cTell me more.\u201d or \u201cLet me get out my checkbook.\u201d or \u201cNow THAT is a story I should write about!\u201d or \u201cWill you come talk to my congressman?\u201d<\/p>\n

4. Have Fun; Be Funny<\/h3>\n<\/p>\n

One of the reasons I started this blog 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 not sustainable. You have to have a release valve. I find that behaving like an eight year old is often a very good strategy.<\/p>\n

So we were in the midst 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 in the midst of a serious and dry presentation. Seemingly out of nowhere, the following slide appeared.<\/p>\n

\"3<\/p>\n

Aasun decided we should all meet his three poodles. The room became weak with laughter. But that is not the end of the story.<\/p>\n

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 \u2018gimmick\u2019 brought my senior staff to life for our board in a way that resonated for them. It was no longer the CFO or the Director of IT. 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.<\/p>\n

5. Be Bold<\/h3>\n<\/p>\n

I believe that with authenticity and conviction comes a sense of fearlessness.<\/p>\n

Now I\u2019m 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<\/p>\n

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\u2019m not talking about arrogance here nor am I talking about a leader who behaves like a lone cowboy. But remember: didn\u2019t you step into a leadership role to change the status quo?<\/p>\n

6. Be Joyful<\/h3>\n<\/p>\n

Related but different from humor. This should not be that hard to feel or to project.<\/p>\n

I have a beef with Executive Directors who don\u2019t 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?<\/p>\n

YOU CAN DEVELOP THESE ATTRIBUTES YOURSELF<\/h2>\n<\/p>\n

I\u2019m not na\u00efve; the work can be hard, painful and sometimes feel like too steep a climb. But make no mistake. It\u2019s a joy and a privilege and the most effective nonprofit leaders see it that way and it\u2019s palpable.<\/p>\n

Did you just read this list and remember wistfully that Dino\u2019s Pizzeria is looking for drivers?<\/p>\n

Don\u2019t give up on me so easily.<\/p>\n

Remember:<\/p>\n

    \n
  1. Nobody has all these from the start.<\/li>\n
  2. These attributes can be developed and you can present them in your own way.<\/li>\n
  3. These attributes do not replace skills; I am just arguing that attributes are often ignored as you consider your own leadership bag of tricks. And that 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.<\/li>\n<\/ol>\n

    THE REAL POWER OF LEADERSHIP<\/h2>\n<\/p>\n

    I saved the most important lesson for last. Understanding how power works as a nonprofit leader is critical. Realizing that developing your core attributes in addition to skills can take your leadership game from good to great.<\/p>\n

    But never forget where the real power comes from.<\/p>\n

    It comes from the two to three sentences that you and your board slaved over and nearly wordsmithed to a pulp: Your mission. What is it you do and what is it in the service of.<\/em><\/p>\n

    Your mission statement is your north star. The big thing that matters most. You role as a leader is to keep the organization focused on it, even when you are deciding about the centerpieces for the gala.<\/p>\n

    We\u2019ll talk more about mission statements in the next chapter\u2026.<\/p>\n

    *********<\/p>\n<\/p>\n

    This post is adapted\u00a0from Joan\u2019s new book\u00a0Joan Garry\u2019s Guide to Nonprofit Leadership: Because Nonprofits Are Messy<\/a>.<\/em><\/p>\n

    Available now at Amazon<\/a>, B&N<\/a>, Books-A-Million<\/a>, Indiebound<\/a>, and book stores near you!<\/p>\n","protected":false},"excerpt":{"rendered":"

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