Board of Directors
The Danger of the Nonprofit Savior Complex
You know the Nonprofit Savior Complex, I know you do. It’s when a nonprofit leader begins to believe that she (and only she) cares enough, knows enough, or is enough to fix the massive problem she cares so deeply about.
The positive side to the Savior Complex is it compels people who see an injustice in the world to stand up and do something about it. It is their very belief that they can make a difference that compels them to act, and often to make positive social change. Indeed, it is this altruistic entrepreneurial spirit that drives the social change sector. And it can be a beautiful thing.
But when it is taken too far, the Savior Complex can become dangerous.
Instead of reaching out to other leaders, building networks, being open and brutally honest with funders, demanding more from their board, the Nonprofit Savior instead chooses to go it alone. I’ve seen it in my clients, and I’ve seen it in myself.
It’s the program director who refuses to take a vacation because she thinks her program will fall apart in her absence. It’s the executive director who rather than demand real engagement from her board, just soldiers on by herself. It’s the activist who marches every weekend — to the detriment of her health, her family, her job — because she thinks no one else will.
The reality is that the complex problems we face cannot be solved by a single savior. Let’s face it, Superman doesn’t exist. So as a true leader you have to create the space — in your own organization, in your own community, in your own social issue area — for others to step up and lead alongside you.
Let me be clear. I am not arguing that nonprofit leaders should sit back and let nature take its course, particularly when progressive social issues are seemingly under constant attack.
Rather, I am arguing that you must begin seeing yourself and your organization as part of a larger complex of committed, capable, caring, effective people and organizations. You must move from creating individual action that will only get you so far, to creating coordinated network action.
To move away from the Savior Complex you have to reach out to others, to form partnerships, to build networks. So start by recognizing that others beyond you care just as much, are just as capable (maybe in different ways), and are worthy of your time to figure out how you can work together effectively. There is tremendous power in numbers.
So to overcome the Savior Complex, you can:
- Pick up the phone and ask for real help from your funders and/or your board members
- Map the marketplace in which your nonprofit operates to uncover other organizations or entities with whom you could ally for greater impact
- Coach your staff to take on greater responsibility and leadership
- Recognize, and demand, that you cannot be the sole fundraiser for your organization
- Occasionally be a silent observer, instead of always being a fixer, when issues come up at staff or board meetings
- Take more time away from the office (to do big picture planning or just to recharge)
You might be surprised as the leaders (within your organization, within your issue area, within your community) step up in the space you have finally left open.
The Savior Complex is ultimately about an overactive ego. Someone who suffers from the Savior Complex fundamentally (but perhaps unconsciously) believes that no one can or will do it as well as she does. But the fact is that there are others out there. And to truly accelerate change we need more people working together within and across organizations, rather than working themselves to the bone amid an isolated, competitive, singular view of the world.
Photo Credit: Tom Bullock
The Right Questions to Ask A Potential Board Member
Recently, fundraising maven Kay Sprinkel Grace wrote a post on the GuideStar blog outlining four questions to ask prospective board members when interviewing them for board positions. While I heartily agree with her that nonprofit leaders should institute and follow a rigorous due diligence process in recruiting new board members (rather than just shoving anyone into an empty board seat), I disagree with most of the interview questions she proposes.
In my mind, Sprinkel Grace’s questions for prospective board members focus too much on what’s in it for the potential board member, rather than what value the board member could bring the nonprofit. And in this way, nonprofit leaders are again encouraged to present themselves on bended knee to those from whom they need support or help. I would much rather see nonprofit leaders interview board candidates by confidently asserting the value that their nonprofit creates and determining whether potential board members have something of value that could further that work.
Sprinkel Grace’s first question for prospective board members — “How passionate are you about our cause?”– is absolutely right and helpful in determining whether a prospective member has the requisite amount of interest in the cause they might be helping to lead. But her other three questions (“What personal aspirations of yours could be enhanced by serving on our board?”, “Of what importance to you is social interaction with other board members?,” and “How much time can you give us?”) all put the burden on the nonprofit leader to demonstrate the value a board position will bring to the prospective board member, rather than helping to discern whether the prospective board member will bring value to the nonprofit. For the most part, Sprinkel Grace’s questions are about what the nonprofit can do for the board member, not the other way around.
Instead nonprofit leaders should use questions like these to determine whether or not a prospective board member is a fit for the nonprofit:
In reading through our nonprofit’s strategic plan (or whatever background documents we gave you ahead of time) what things excite you?
This question provides an opportunity for you to judge 1) whether this board member demonstrates enough of an interest in the organization to have done their homework, and 2) whether your work elicits enough intellectual and/or emotional energy from them to fuel their future work on your behalf.
What specific skills, experience or networks do you think you could bring to the table in order to help us move forward on our goals?
This question makes very clear that you expect something unique and specific from this prospective board member (just as you do with all of your board members), not just a warm body. But more importantly, this question helps you gauge how well this board member understands your work and your plans and how willing they are to get in the game. This question can also help to get the right board member really excited about how their unique contribution right from the start.
How do you think you might go about meeting our give/get requirement?
I know it’s controversial (and I’ve talked about it many, many times before), but I strongly believe that you have to connect every single board member to the financial engine of your nonprofit. If you have a specific give/get requirement for your board (and I hope you do!), then you want to know from the outset how this prospective board member feels about it, and how they might approach it.
If we are going to create strong, effective, sustainable nonprofit organizations, we have to stop begging board members to join. A great board is created when you recruit people who have the specific skills, experience and networks you need to deliver on your mission and you effectively engage them to do the work.
If you want to learn more about creating an effective, engaged board, download the “10 Traits of a Groundbreaking Board” book.
Photo Credit: Ethan
How Effective Is Your Nonprofit Leader?
In an ideal world, one of the things a nonprofit board of directors does is annually evaluate the performance of the executive director. But let’s be honest, how often does that actually happen?
I once had an executive director so desperate for feedback about her job performance from a board who refused to evaluate her that she hired me to interview board and staff and write her performance review.
Perhaps boards are uncomfortable with reviewing the CEO, or they don’t know how to manage it, or they are simply unaware that it’s their responsibility. Whatever the reasons, effective evaluation of nonprofit CEO performance doesn’t happen enough in the sector.
But for a nonprofit to be effective and sustainable there must be a system in place for regularly evaluating it’s chief staff member (not to mention the rest of the staff and the board of directors itself, but those are for another day).
As I’ve said before, the head staff member (CEO or executive director) is the most important position in a nonprofit organization. She affects the level of engagement of the board, the financial sustainability of the organization, the productivity of the staff, and ultimately the organization’s ability to achieve it’s mission. She is the chief spokesperson, chief fundraiser, chief cheerleader and so much more. At the very least, she deserves to know, on an annual basis, how well her board and staff think she is doing.
The CEO evaluation is an opportunity for the board to discuss the performance of their lead staff person, whether the organization is going in the right direction, and what, if any, adjustments need to be made. The discussion can offer a real point of organizational self-reflection that can re-energize and re-orient all involved.
So in order to inspire your nonprofit to create an annual system for evaluating the performance of your CEO or executive director, I’d like to offer some suggested questions to guide your board’s process. Ideally the board’s Governance or Board Affairs committee would be charged with managing the CEO evaluation each year. These are the types of questions they would want to answer (by surveying, compiling and analyzing staff and board feedback):
- What does the CEO do really well? What are his/her strengths as the leader of our nonprofit?
- Where is there room for improvement? What are his/her weaknesses as a leader of our nonprofit?
- How well does she/he recruit, manage and develop the board?
- How well does she/he recruit, manage, and develop the staff?
- How well does she/he guide the overall strategy of our nonprofit?
- How well does she/he serve as a spokesperson and external relationship builder for our nonprofit?
- How well does she/he ensure the financial sustainability of our organization?
It is critical to mention that the data gathered in the review process should be kept anonymous. You want board and staff to feel free to be honest in their responses and not fear reprisal or embarrassment for their candor. And when the board delivers the final evaluation to the CEO, they should do it in a way in which the CEO feels appreciated for the things she does well and supported in addressing any areas of concern. Ideally both board and CEO come away from the process feeling that the CEO has a clear path for the coming year and the tools and support she needs to get there.
If you need help getting your board moving forward on this process, or help coaching your leader to become more effective, check out the Leadership Coaching services I provide.
Photo Credit: Packer, poster artist, U.S. National Archives and Records Administration
Nonprofit Leaders Have More Power Than They Think
A few weeks ago I wrote a post on a controversial topic, “How to Remove a Troublesome Board Member.” As I wrote in the post,
Of the many taboos in the nonprofit sector, the taboo against asking bad board members to resign is one of the most destructive. Instead of encouraging ineffective or meddling board members to move on, nonprofit leaders often show misplaced gratitude for those errant board members continuing to take up space.
Because it is such a taboo idea, I predictably received several emails, Tweets and comments in response to the post. The most thoughtful of which was from Tom Klaus, who wrote:
Like anyone who has ever led a nonprofit, I’ve wanted to make changes to my board to make everything run a lot better, and I can sympathize with the folks for whom your blog is intended. What I’d like to hear, though, are your thoughts on the legal and ethical aspects of a nonprofit leader making such changes to board.
In most states, the by-laws of a nonprofit organization establish the board of directors as the legal entity upon which the organization is established. The ED or CEO is typically not also a member of the board of directors, in my experience. Hence, there is a legal conundrum facing the leader. He or she may not have legal standing to make the changes to the board you are suggesting in your blog. Now, this is not to say, of course, that nonprofit leaders don’t try to do it anyway; only that doing so might provide the grounds for board members to significantly challenge and even release the nonprofit leader.
The ethical challenge this presents, I believe, is this: Is it ethical for a nonprofit leader to try to change the makeup of the group that hired her or him?
I think the most difficult governance challenge in a nonprofit organization is achieving the delicate balance between the power of the ED/CEO and the power of the Board of Directors. I’m sure we’ve both known organizations that have done this remarkably well, and they become high performing, heartily sustainable, and wildly successful in their work. I’m sure we’ve also both known organizations that just can’t seem to get the balance right.
One of my clients is like this latter. Over the years they have continued to fluctuate between too much power in the hands of the board and too much power in the hands of the ED/CEO. These are among the most unproductive times for them, of course. Just curious about your thinking on this.
Tom raises an excellent point. The nonprofit board of directors are and should be charged with the legal authority to hire and manage the nonprofit executive director. However, that does not mean that they are the only ones to possess the power to make changes in the leadership of the organization. It is important to understand that both board members and executive directors possess power but very different types of power.
In the 1950s two social psychologists, John French and Bertram Raven, defined a new way to think about the kinds of power people possess. They classified six bases of an individual’s social power:
- Reward Power is based on a person’s ability to give rewards
- Coercive Power is based on a person’s ability to give punishments
- Referent Power is based on a person’s ability to make others want to model his/her behavior
- Legitimate Power is based on a person’s official title or role
- Expert Power is based on a person’s expertise
- Informational Power is based on a person’s possession of specific content
Instead of the Legitimate Power that board members enjoy because of their legal title of “board member,” I was referring in my previous blog post to the Expert Power a nonprofit executive director can employ.
A nonprofit’s executive director possesses tremendous expertise in (to name a few):
- The mission, program delivery and results
- The organization’s strategy and goals
- The organization’s day-to-day work
- The skills, experience, networks needed on the board
- The resources (potential funding, strategic alliances) available to the organization
The most effective boards are those which are led by the Legitimate Power of the board chair and her committee chairs, paired with the Expert Power of the executive director. Because the reality is that as a group of volunteers who have many more pressing items on their to do list, a board of directors rarely functions at their best when left to their own devices.
Therefore the executive director can and should play a critical role in helping the board leadership to assemble the type of board that will help move the mission forward. This includes:
- Helping the board to analyze the board skills, experience and networks necessary to deliver on the strategic plan
- Identifying potential new recruits to fill those gaps
- Helping to structure the board to be most productive
- Meeting one-on-one with board members annually to determine where and how they can be most helpful to the mission
- Working with the board chair to hold board members accountable and ask them to resign when necessary
While the nonprofit executive director does not have Legitimate Power because, as Tom rightly points out, she serves at the behest of the board of directors, she can and should wield Expert Power to help assemble and manage a board that can be instrumental in the nonprofit achieving it’s mission and being sustainable.
To learn more about how to do that, download the 10 Traits of a Groundbreaking Board book.
Photo Credit: 24×7 Photo
How to Remove a Troublesome Nonprofit Board Member
One thing that most nonprofit leaders have in common is that they often have at least one (or more than one) challenging board member. You know — the one who doesn’t show up for board meetings, or doesn’t do what she says she’ll do, or never makes a contribution, or derails meetings with his own agenda.
But do you ever kick them off? I doubt it.
Of the many taboos in the nonprofit sector, the taboo against asking bad board members to resign is one of the most destructive. Instead of encouraging ineffective or meddling board members to move on, nonprofit leaders often show misplaced gratitude for those errant board members continuing to take up space.
But the real risk in keeping a troublesome board member is that his presence will put a cloud over the rest of the board, hampering your higher performing members.
So instead of letting the sickness spread, you must address it. And here’s how:
Be Clear on Your Expectations
You can’t ask someone to resign if you’ve never explicitly told them what you expect of them, so make sure that you have each board member sign a roles and responsibilities document at the beginning of each fiscal year. This spells out exactly what you are expecting from them (in terms of meeting attendance, committee service, fundraising, etc.). The act of having each board member (even those returning from the previous year) sign this annually cements in everyone’s mind exactly what is expected. Better yet, have them sign it as part of your annual one-on-one meetings with each board member.
Tell Them They Aren’t Performing
Managing a board is very similar to managing a staff (or managing your children, let’s be honest). Once you set very clear expectations, then update them along the way about whether or not they are performing effectively. When a board member isn’t showing up for meetings, or is meddling where they shouldn’t, or isn’t meeting their give/get requirement, or is taking committee discussions in unhelpful directions, sit down with that board member (and your board chair and/or your board governance chair) to explain the situation from your perspective and ask them to explain their side.
Give Them One Last Chance
Once you’ve told them they aren’t performing the way you would like, agree on a path to improvement. Decide together what an improved performance looks like (attend all upcoming board meetings, meet the give/get requirement) and the deadline (3 months from now) to get there. It is your job to hold them accountable, so as that deadline approaches, analyze their performance to see if they did what they said they would.
Ask Them to Go
If the deadline comes and they still haven’t performed adequately, sit down with the errant board member and your board chair and explain that while you would love for them to stay on as an informal advisor and supporter, you are asking them to resign to make room for a board member who can fulfill their commitment to the organization. Explain the importance of the work your organization does and how critical it is that you have fully committed and contributing board members. Describe how this is probably best for them as well because it frees them up to focus more energy on the things that are taking them away. If you are truly allergic to confrontation, and this still seems too hard, read Crucial Conversations.
Contain Any Fallout
When asked to resign, not all board members will go quietly into the night. As soon as you’ve asked your troublesome board member to leave, tell the rest of the board what you all have done and why. Help them to understand how this is a positive step for the organization and how it will help further your larger mission. Ask for their support in seeing this decision through, and most importantly, tell them what the next step is.
Find a Replacement
And that next step is to find that board member’s replacement. Beyond the fear of confrontation, many nonprofit leaders are hesitant to ask a board member to resign because they fear they won’t find another warm body to replace that member. But board recruitment should be an ongoing and strategic exercise. Your board governance committee should be constantly analyzing the board matrix of skills, experience, and networks in order to see where holes lie and identifying and vetting new potential candidates. Then when a board member leaves (or is asked to leave) you have several great new candidates in mind.
Stop selling your nonprofit short by letting disengaged, uncommitted, or meddlesome board members get in your way. By setting clear expectations, measuring performance, being honest, and constantly identifying new candidates, you can build a much stronger, more effective and engaged board of directors.
If you want to learn more about building a great board, download the 10 Traits of a Groundbreaking Board book.
Photo Credit: Jane Davees
Nonprofit Leaders Have the Power to Create Capacity Funding
I was in a meeting with a group of nonprofit leaders the other day, and one of them voiced an often-heard complaint: “There just aren’t many foundations funding nonprofit capacity building.”
I was instantly reminded of my mother’s admonishment when I would come home from school with complaints about a classroom rule or a frustrating teacher. She would say, “Well, you have a mouth on you, don’t you?” Her quip was intended to encourage me to stop complaining about an inadequacy (however small, in my case) and do something to change it.
While I am the first to bemoan the lack of adequate resources in the nonprofit sector, nonprofit leaders themselves do have some agency to turn the tide and find funding to create more effective and sustainable organizations.
Rather than searching for donors who already express an interest in funding nonprofit capacity (like fundraising staff and systems, program evaluation, technology), it is actually more effective if a nonprofit leader takes it upon herself to create her own capacity funders.
But that requires a process, like this:
Move From Scarcity to Abundance Thinking
You can’t hope to solve your capacity challenges without thinking that they are, in fact, solvable. Many nonprofit leaders are so used to going without that they don’t allow themselves and their staffs to envision what could make things better. So start by brainstorming with your staff the hurdles standing in your way (lack of fundraising staff, inadequate technology, poor long-term planning, disengaged board of directors). Then list the kinds of investments you could make to solve those challenges (new staff positions, new technology and systems, strategic planning, board training) without constraining those potential solutions due to their costs.
Create a Capacity Building Plan
Once you have articulated what is standing in your way and the potential solutions to those hurdles, create a plan for overcoming your nonprofit’s challenges. Because funders often see capacity funding as more “risky” than traditional programming support, a nonprofit leader interested in securing capacity building funds must put together a clear plan for the need, solutions, costs and execution plan for capacity support. Clearly articulate what capacity changes you need to make, why, what those changes will help you accomplish, and over what timeframe.
Create a Capacity Building Budget
Attached to your capacity building plan must be the dollars necessary to implement the plan. What would it cost for a new donor database, a program evaluation, or your other needed capacity investments? Do the research and then create the capital requirements, over an adequate timeframe (2-3 years), for the capacity building needs you have. Now you know how much capacity capital you need to raise.
Brainstorm Capacity Donors
Just as you would with a traditional capital campaign, create a list of potential donors to whom you will pitch this “capacity capital campaign.” This is where the real magic happens — when you turn traditional donors into capacity building donors, perhaps without them even knowing it. A good capacity building donor is someone (a major individual donor, board member, or foundation funder) who is already a donor to your nonprofit and can be convinced (through your excellent persuasion skills) that an investment in your capacity building plan (above) will actually help your organization do even more of the things they love.
Work the Prospect List
Just as you would in a major donor campaign, begin meeting one-on-one with these prospective capacity building donors to share your capacity building plan and articulate how critically important these capacity building investments are to the future of your work together. Make a clear, compelling argument about how greater organizational capacity will help you further the mission that these donors love. Connect greater effectiveness and sustainability directly to more programming, more people served, more outcomes achieved.
Demonstrate the Return on Their Investment
Once you’ve secured them, provide those donors who become capacity builders a regular update on the progress of your capacity building efforts. And I have seen tremendous results that nonprofits can report on these types of capacity investments. One of my clients was able to translate $65,000 worth of capacity building investments in strategic planning, board development, fundraising training and leader coaching into 300% growth in the number of people they reached with their services. Another client turned $350,000 worth of capacity building investments in a new donor database, fundraising staff and training, and donor research into a $1.4 million annual increase in fundraising. If you make enough and the right kind of capacity investments, you can see gains in programming, efficiency, and fundraising effectiveness, so share those wins with those who invested in them. And believe me, your capacity donors will be hungry for more.
Instead of continuing to complain about a lack of capacity funding in the nonprofit sector, let’s fix it. A big part of the solution lies in nonprofit leaders planning for and initiating capacity building conversations with their current donors. And in so doing, nonprofit leaders themselves can change philanthropy for the better.
To learn more about turning your donors into capacity funders, download the Launch a Capacity Capital Campaign Step-by-Step Guide.
Photo Credit: taxcredits.net
How Open to Change Is Your Nonprofit, Really?
Because I talk about change in the nonprofit sector a lot, I sometimes get inquiries from nonprofit leaders who think they want change at their organization, but actually don’t.
A nonprofit leader might be excited by the idea of dramatically improved fundraising results, or a board who is engaged and invested in the work, or funders who want to step up, but she isn’t willing to do the hard work to realize that change.
I recently talked with a nonprofit leader who was interested in a Financial Model Assessment because he was intrigued by the idea of potential revenue increases. But when I explained that realizing those changes might necessitate other changes — like how he structures his staff, how involved in decision-making he allows the board to be, even how he crafted their long-term strategy — he began to balk.
But the fact is that you simply cannot expect a different result if you continue to operate in the exact same ways.
When I work with a nonprofit organization, my role is to lead a change process so that when I leave, the organization is more sustainable, more engaged and engaging, more strategic and integrated, and ultimately more effective at creating social change.
But significant change is not easy. And for it to truly come to fruition it requires that the nonprofit leader must fully commit — and get her board and staff to fully commit — to creating real, lasting change.
The nonprofit sector is sometimes criticized for being too stuck in its ways. And indeed it can be hard to create change amid a sector that is so consensus-based. Sometimes even the smallest decisions must involve discussion among staff, the board, even funders and other stakeholders.
So if you really want the reality that your nonprofit faces to be different, if you want to find greater financial sustainability, if you want to achieve more program results, if you want to attract more and bigger funders, if you want a stronger, more effective board, you have to commit to real change. And then you have to get others at your organization to commit to real change as well.
I can often tell the difference between a nonprofit leader who is just playing at change, and one who is actually committed to doing the hard work. Ask these questions to determine if your nonprofit is truly ready for meaningful change:
- Are we willing (at every level of the organization) to take a hard look at how we operate and make changes where behaviors or systems no longer make sense?
- Are we willing to have difficult conversations, perhaps on formerly taboo topics, in order to find a better way forward?
- Are we excited enough by the potential rewards of change to work hard to convince skeptics (on the board and/or staff) to come along?
- Are we as an organization willing to invest the time (and patience) in a change process that could take months or years to fully realize?
- Are we willing to open everything we do as an organization to discussion and analysis?
If you can find a critical mass of board and staff members who can answer yes to these questions, then your nonprofit is a candidate for true change and a more effective and sustainable path forward.
Because change is really hard. But with effective, meaningful change can come great reward.
To learn more about the Financial Model Assessment I use with clients, download the Financial Model Assessment benefit sheet.
Photo Credit: Pat Ronan
Nonprofit Leaders, You Are Not Alone
One of my favorite parts of my job is the time I spend working one-on-one to coach nonprofit leaders. One of my clients jokingly refers to our coaching sessions as “nonprofit therapy.”
While we certainly don’t delve into psychology when we meet, it is, I think often cathartic for nonprofit leaders to have an impartial third party who can listen to their frustrations with a disengaged board, understand the loneliness of leadership, appreciate their dismay with funders who are pulling them in too many directions, empathize with their fear that fundraising goals won’t be met.
We all — every single one of us — need someone in our lives who understands the challenges we are facing and can offer some guidance, new ideas, insights that can move us from a rut to a more productive path.
When I start a coaching session with a nonprofit leader, I often ask some key questions to get us moving forward:
What is the biggest thing bothering you right now?
Sometimes nonprofit leaders are so stuck in the weeds, so overwhelmed, so exhausted, or so alone that they cannot pinpoint one issue, let alone figure out a way forward. So I start by encouraging them to just unpack everything. This will often result in a venting session, and that’s completely fine. Letting off steam is absolutely crucial. And nonprofit leaders have very few confidants with whom they can share those struggles. Since a nonprofit leader always needs to put on a brave face to her staff, her board and her funders, she has very few people she can tell the bitter truth, so that’s a big part of my role.
How can we prioritize these challenges?
While it might be tempting, we cannot stop with venting. Once we’ve made a list of the challenges, frustrations and concerns a nonprofit leader is facing, I help her to prioritize those challenges in terms of the biggest threats and their dependence on other things to be resolved. So for example, a nonprofit leader who is struggling to meet her fundraising goals, is frustrated by an ineffective board, and lacks enough staff must analyze how large a threat each of those issues is related to the others, and which are dependent on the others to solve. It may be that kicking the board into gear might help alleviate the other two problems because if the board can start helping bring money in the door, she can better address her fundraising goals which leads to her ability to add additional staff.
Where can we tap into your existing assets?
But how do you do that? As I’ve said, nonprofit leaders are often very isolated and think it is all up to them. But if a nonprofit leader can think strategically about who might be able to help, he can move forward more effectively. A nonprofit leader who is struggling without enough staff and is challenged by his ineffective board could potentially find an ally or two among his board and/or funders. I help a nonprofit leader to think through potential allies who can help overcome a hurdle. A one-on-one conversation with a quiet, but well-respected board member about the specific challenge a nonprofit leader faces may yield that board member’s support and voice toward bringing the rest of the board around. Similarly, identifying one or two funders who could be convinced of the need to invest in capacity-building could yield additional staff and infrastructure to overcome those challenges.
I firmly believe that there is a solution to every challenge a nonprofit leader faces. But in order to get to that solution, a nonprofit leader must be willing to analyze the problem and think strategically and creatively about how she can solve it.
If you want to learn more about the nonprofit leader coaching I provide, download my Coaching benefit sheet. And if you want to learn more about being a strong nonprofit leader, download the Reinventing the Nonprofit Leader book.
Photo Credit: Vinoth Chandar
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