From Onboarding to Impact: A Holistic Approach to Empowering NPO Leaders | Broad View Talent Partners

By Tracy McMillan, CEO & Managing Partner

If there is one thing I’ve witnessed over thirty years in executive search, it’s the vast difference in outcomes between leaders who are properly supported in their new role and those who are not, particularly when it comes to nonprofit organizations (NPOs). There is only one day per year that NPOs should be run with a nonprofit mindset: the day they file their tax returns. For the remaining 364 days per year, these organizations should be run like for-profit businesses, seeking to generate a healthy balance sheet with reserves as well as an excess of revenues over expenses.

And it starts with leadership.

Nonprofit boards of directors play a vital role in supporting incoming leaders. Transitioning to any new role is a learning curve, but nonprofit leaders in particular benefit from receiving clear expectations, resources, partnership and mentorship, as well as strategic governance. With considerable thought and planning, you can properly support the new and emerging community development, affordable housing, human service, and/or social impact leaders so they can grow, change manage, and transform these organizations.

Set Clear Expectations

Start by clearly outlining the organization’s mission, values, and strategic goals to provide new leaders with a clear understanding of what is expected of them. More specifically, allow the new leader to conduct their first quadrant of on-boarding, most notably a listening and learning tour over the first 90-120 days. At the nearest Board meeting thereafter, the new CEO or ED should align with the Board on mutually agreed upon KPIs. These objectives will serve as the benchmark for evaluation of the new leader during the annual performance review process.

Provide Distance and Trust

New leaders are typically hired to manage and navigate change, transform culture, and deliver improved financial results and outcomes. What they need most from the Executive Committee and Board at-large is the space, time, respect, and distance to effectuate change. Undoubtedly, there will be employees who neither agree with nor understand the new leader’s style and approach — and that’s okay.

What becomes problematic is when Board members allow these dissident employees to circumvent the chain of command to air grievances — real or perceived. Even worse is when these same Board members don’t afford the new leader the respect and benefit of their unqualified support amidst the “noise from the crowd.” Unless a new leader is involved in illicit or illegal activities, then Board leadership must give the benefit of time, distance, trust, and transparency to deliver on and meet Board expectations. Employee noise should therefore be effectively nipped in the bud.

Support Growth and Development

Because it can be lonely at the top, ensure that the new leader has access to training programs, professional development and community engagement opportunities, as well as club memberships and key industry networks. Allocate resources for self-directed learning to empower the pursuit of personal and professional growth, and tailor training to the specific demands of the role and the leader’s strengths and weaknesses. Encourage participation in conferences, workshops, and networking events relevant to the industry and the leader’s interests. Finally, facilitate the leader’s integration into the broader community beyond the organization, creating connections and fostering a sense of belonging.

Foster Mentorship, Guidance, and Feedback

Matching the leader with an experienced mentor provides invaluable guidance, feedback, and access to insider knowledge. Assign experienced board members or external mentors to guide and support the new leader, helping them navigate both the complexities of the role and the business challenges within. Regular coaching sessions offer personalized support for developing strategies and fostering self-awareness. Be sure to offer timely, constructive, consistent, and transparent feedback to help them grow and develop in their roles, including but not limited to, annual performance reviews.

Promote Internal Collaboration

Embrace a culture of collaboration and inclusivity within both the Board and the organization, allowing new leaders to engage with the broader team while gaining diverse perspectives. Create opportunities for them to connect with employees across different departments and levels to build internal relationships and understanding. Establishing these relationships and encouraging open communication allows the leader to not only develop rapport, but also feel comfortable seeking help and guidance.