Dani Robbins

Posts Tagged ‘nonprofit leadership’

Ten Years of Change, Growth and Nonprofit Evolution

In Uncategorized on January 10, 2020 at 10:33 am

Last October marked ten years for my company.  It was a transformational decade for me professionally, for our sector and our work. 

Professionally, I had the opportunity to

  • build a semi successful consulting firm
  • co-write a leadership book (Thank you Maureen Metcalf!)
  • become a nonprofit thought leader (Thank you readers of my book and blog!)
  • teach at the college level (Thank you Rob Greenbaum and OSU’s Glenn College!)
  • Fall in love with teaching (Thank you students!)
  • Get my dream job (Thank you Anne Kugler and John Carroll University!)

I’ve taught over 250 college and graduate students and had the honor to mentor, coach, encourage and support dozens of nonprofit leaders.

Our sector is facing immense opportunities, unprecedented challenges, old issues and emerging threats. We will have to come to consensus on how we respond to:

  • The loss of charitable deductions, and the gifts that go with them
  • The impact of Donor Advised Funds
  • The possible loss of the Johnson Amendment
  • Big philanthropy
  • Immigration
  • Climate change
  • Hate
  • Guns
  • Violence against women
  • Systemic racism
  • #MeToo
  • Voting rights
  • All of the above and much more

There are multiple and competing issues that challenge our democracy, our souls and our future. In honor of each person who reads this blog, and the hundreds of people and myriad issues for which you get up every day ready once again to take up the fight, I offer the most popular and poignant posts from the last decade:

Strong Boards beget strong agencies which beget strong communities. Here’s how to build your board, support them in doing their work and do your own:

An Open Letter to Board Members I Have Known and Loved is the most popular post I have ever written, by thousands.  I wrote it to honor several of my Board members, especially Bud Rogers, officially Bruce W. Rogers of Akron Ohio.  He is, for me, the quintessential board member. He is my ideal. I learned more from his grace, his leadership and his generosity that I can ever explain. May he rest in peace.

The Role of the Board “Every time I speak on issues related to nonprofits, someone asks “What is the role of the Board?” “The Board is responsible for governance, which includes setting the Mission, Vision and Strategic Direction; Hiring, Supporting and Evaluating the Executive Director; acting as the Fiduciary Responsible Agent, setting Policy and Raising Money. Everything else is done in concert with the Executive Director or by the Executive Director.” The question that follows or should follow is “What is The Role of the Nonprofit CEO? “Leading an organization is a big job that looks much easier than it is. In fact, like all leadership done well, it looks like nothing.”

While we’re at it, here’s one on Becoming a new Board President, the fist in the series Governance the Work of the Board and the most important, exciting and engaging opportunity for Board leadership: Generative Governance.

“If your Board is not fund raising the way you want them to, I submit you do not have a fund raising issue; you have an engagement issue and possibly a Board Development issue.” Not Fundraising? Not Engaged. Alternatively, or additionally, if they are not fulfilling their role, it may be because you’re doing their work. If you are, stop. Here’s how: Five Thing to Stop Doing Right Now and Three More Things to Stop Doing.

For my students, young people everywhere and all of our daughters:

Advice for Graduating Students Joining the Workforce

An Open Letter to College Bound Daughters, including My Own

Discretion and Discernment: A Call to Action on Behalf of Our Young People

Finally, the three posts that are closest to my philosophy of leadership and what I believe about how we can move forward social justice:

Does Your Agency Aspire to Social Justice or Charity?

Agreements, Vibrancy and Abundance

Reflecting on my Pursuit of Social Justice

Thank you for reading. Thank you for your leadership, advocacy and activism.  May you and may I still be standing, still fighting, and still inspired to change the world throughout this new decade. Lead on!

The Role of the Nonprofit CEO

In Leadership, Non Profit Boards on May 18, 2013 at 11:56 am

I coach a lot of new CEOs, and quite a few not so new CEOs.  Leading an organization is a big job that looks much easier than it is.  In fact, like all leadership done well, it looks like nothing.

I’ve always said that if you asked a cross section of my staff over the years what I did when I was a CEO, they would tell you they didn’t really know all the details, but I went to lunch a lot.  And I did.  And while I was at lunch, I built the profile of the organization, raised significant money, and helped build our board to be the board of choice in our community.  You can do a lot at lunch.

What do nonprofit CEOs really do?

The CEO assists in building the board, both initially through encouraging an appropriate prospecting, vetting, and orientation process and on-going though Board education and evaluation.  Please note that I said “through encouraging” and not “by doing.”  It is the CEO’s role to support good board process, and the board development committee’s role to lead the process.

The CEO is the chief fund raiser, the chief cheerleader, and the leader in building a culture of philanthropy.  The development staff raises money independently and also supports the CEO and the board to fulfill their fund raising roles. As discussed in greater detail in the Innovative Leadership Workbook for Nonprofit Executives  “Resource development functions most effectively in a culture of servant leadership and philanthropy among the board and leadership team, as well as an agency-wide commitment.  A community cannot and will not invest in an agency without the investment of the board and staff.  Development staff cannot raise money without the support of the CEO. CEOs cannot raise money without the support of the board. Resource development is a group effort, with everyone giving, and everyone moving toward the goal of a sustainable organization.”

The CEO is the face of the organization.  That means that everything they do, whether at work, at the store or elsewhere – both good and bad – will reflect on the organization.

The public pieces aren’t the sum total of the role, there’s internal work to be done as well.  That includes policy and plan development, staff leadership and system development, and program assessment, development, implementation, and evaluation.

It is your job to engage, inspire and ensure that your team in fulfilling their role and moving forward your mission. That means you have to set and hold people accountable to high standards; live, infuse and model your organization’s values; and make sure every day that your mission and your clients are paramount. It’s very easy to begin to think that donors, community leaders, politicians or the Board are the ones we exist to serve, yet they are not. Our agencies exist to serve our clients.

Finally- and this is what most people miss most- strategic thinking and planning will help you align your organization and change your community.

Good leaders get out of the trenches.  Crisis management is an option when necessary- and we all know it is occasionally necessary- but it cannot become the CEO’s default leadership style.  Good CEOs find the time to think, to assess, to challenge and to wonder if there isn’t a better way.

CEOs also encourage and support their board to do a strategic plan and then implement that plan.  “Strategic planning is a process in which the board, staff, and select constituents decide the future direction of an organization and allocate resources, including people, to ensure that target goals are reached. Having a board-approved, staff-involved strategic plan that includes effective measurements and the allocation of resources aligns the organization, provides direction to all levels of staff and board, and defines the path for the future of the organization. It also allows leadership, both board and staff, to reject divergent paths that will not lead to the organization’s intended destination.”   (Innovative Leadership Workbook for Nonprofit Executives )

At the end of the day, the job of the CEO is to ensure the organization is still standing tomorrow, and preferably thriving!  They understand the organization is the vehicle, but the focus is the mission and the clients.  CEOs inspire and engage everyone with whom they come into contact to work for the betterment of their clients and their community.

And you thought we just went to lunch.

As always, I welcome your insight, feedback and experience. Please offer your ideas or suggestions for blog topics and consider hitting the follow button to enter your email. A rising tide raises all boats.

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