Joan Garry's Guide to Nonprofit Leadership

1. Nonprofits are messy, but leadership is about embracing the chaos

Because nonprofits are messy.

Embrace the complexity. Nonprofits operate in a unique environment where passion, limited resources, and diverse stakeholders intersect. This creates inherent messiness, but it's also what makes nonprofit work so rewarding.

Recognize the challenges. Nonprofit leaders must navigate:

• Overworked and underpaid staff
• Reliance on volunteers
• Boards that govern and fundraise
• Passionate individuals with varying opinions

Find joy in the journey. Despite the challenges, effective nonprofit leaders find joy and purpose in their work. They see the messiness as an opportunity to make a real difference and embrace the creativity required to solve complex problems.

2. Effective nonprofit leaders possess key superpowers

Attributes may in fact be the true superpowers of leadership.

Cultivate essential attributes. The most effective nonprofit leaders possess and develop key superpowers:

• Conviction: Unwavering belief in the mission
• Authenticity: Genuine passion and transparency
• Storytelling: Ability to inspire through narratives
• Humor: Lightness to balance the serious work
• Boldness: Courage to make tough decisions
• Joy: Finding fulfillment in the work

Balance skills and attributes. While technical skills are important, these leadership attributes often differentiate good leaders from great ones. They enable leaders to inspire, motivate, and navigate the unique challenges of the nonprofit sector.

Develop your superpowers. Nonprofit leaders should actively work on cultivating these attributes. Seek feedback, practice self-reflection, and look for opportunities to strengthen these "softer" leadership skills alongside technical expertise.

3. Storytelling is crucial for nonprofit success

If you can tell a compelling, articulate story (goose bumps are a huge plus) and yours is the voice of a person who cares deeply about the organization, a check is the organic result.

Master the art of storytelling. Effective nonprofit leaders are skilled storytellers who can:

• Articulate the organization's mission and impact
• Bring the work to life through compelling narratives
• Connect emotionally with diverse audiences

Craft powerful stories. Key elements of effective nonprofit storytelling:

• A relatable protagonist (client, volunteer, or staff member)
• Clear conflict or challenge
• How the organization made a difference
• Emotional resonance
• Call to action

Train your team. Make storytelling a core competency throughout your organization. Regularly practice and share stories in staff meetings, board sessions, and donor interactions to build a culture of storytelling.

4. Board chairs and executive directors must work as co-pilots

The single most important indicator of a healthy nonprofit is the relationship between the staff and the board leader—the executive director (E.D.) and the board chair.

Foster a true partnership. The board chair and executive director relationship is critical to organizational success. They must:

• Clearly define roles and responsibilities
• Communicate openly and frequently
• Trust and support each other
• Align on organizational vision and strategy

Navigate the power dynamics. While the board technically oversees the ED, the most effective partnerships operate as equals. Both leaders must:

• Respect each other's expertise and perspective
• Make decisions collaboratively
• Present a united front to staff and stakeholders

Invest in the relationship. Regular check-ins, annual goal-setting, and mutual performance evaluations help strengthen this crucial partnership. When this relationship falters, it can destabilize the entire organization.

5. Strategic planning is about asking the right questions

Instead of the old approach of 'making a plan and sticking to it,'…. we believe in '…setting a direction and testing to it,' treating the whole organization as a team that is experimenting its way to success.

Rethink strategic planning. Move away from rigid, long-term plans to a more flexible, inquiry-driven approach:

• Start with your mission: Does it still reflect who you serve and your impact?
• Identify key strategic questions facing your organization
• Engage diverse stakeholders in the process
• Develop hypotheses and test them in real-time

Ask powerful questions. Examples of strategic questions:

• What radical, innovative decisions could solve our biggest challenges?
• How might our programs evolve to better serve our community?
• What partnerships could exponentially increase our impact?

Create a culture of strategic thinking. Encourage ongoing conversations about strategy at all levels of the organization. Make space for "what if" discussions and empower staff to experiment with new approaches aligned with your mission.

6. Fundraising is an invitation, not a transaction

Fundraising is in its simplest form an invitation to come off the bench and join a remarkable team on the field doing the most remarkable work.

Shift your fundraising mindset. Instead of viewing fundraising as asking for money, see it as:

• An opportunity to invite others to join your mission
• A chance to build meaningful relationships
• A way to create impact together

Focus on individual giving. While events and grants have their place, building a strong base of individual donors is crucial for sustainability. Strategies for success:

• Tell compelling stories of impact
• Cultivate personal relationships with donors
• Involve board members in fundraising
• Steward donors beyond just asking for money

Create a culture of fundraising. Everyone in the organization, from the receptionist to the board chair, should be able to articulate the mission and impact. Encourage all staff and board members to see themselves as ambassadors for the cause.

7. Managing in 3-D: Developing people, driving results, and delivering impact

You can teach the basics of management, but it is way harder to light a fire in someone's belly.

Prioritize passion and purpose. In nonprofits, intrinsic motivation is crucial. When hiring and managing:

• Look for candidates deeply committed to your mission
• Create opportunities for staff to connect with the impact of their work
• Recognize that money isn't the primary motivator for most nonprofit employees

Empower your team. Effective nonprofit management means:

• Giving staff a voice in decision-making
• Providing autonomy and ownership over their work
• Offering clear roles, goals, and expectations
• Investing in professional development

Manage both paid and unpaid. Apply similar management principles to staff and volunteers:

• Clearly define roles and responsibilities
• Provide meaningful work tied to the mission
• Show genuine appreciation for their contributions

8. Crisis management requires keeping the main thing the main thing

The main thing is to keep the main thing the main thing.

Prepare for the worst. Every nonprofit should have a crisis management plan:

• Identify potential crisis scenarios
• Designate a crisis management team
• Develop clear communication protocols
• Build relationships with key stakeholders before you need them

Stay true to your mission. In a crisis:

• Respond quickly and transparently
• Keep your organization's values and mission at the forefront
• Make decisions that prioritize the communities you serve

Learn from crises. Use challenges as opportunities to:

• Strengthen your organization's resilience
• Improve systems and processes
• Deepen stakeholder relationships
• Refine your mission and impact

9. Leadership transitions are critical moments for nonprofits

Leadership transitions are the most destabilizing forces in the life of a nonprofit.

Recognize the importance. Leadership changes, whether planned or unexpected, can significantly impact an organization's stability and effectiveness.

Plan for succession. Key elements of successful transitions:

• Develop a leadership pipeline within the organization
• Create detailed transition plans for key positions
• Engage the board in succession planning discussions
• Regularly evaluate leadership performance

Navigate transitions carefully. When leadership changes occur:

• Communicate transparently with all stakeholders
• Celebrate the outgoing leader's contributions
• Provide support and onboarding for the new leader
• Use the transition as an opportunity to reassess organizational strategy

Last updated: August 27, 2024