Mim Carlson, Margaret Donohoe

The Executive Director's Guide to Thriving as a Nonprofit Leader (eBook, ePUB)

• Format: ePub

Produktbeschreibung

As the position of nonprofit ED becomes more demanding, there is a need for an up-to-date resource. This revised edition of the best-selling book is filled with management advice for succeeding as an executive director. This new edition includes thoroughly updated information and new content. It covers topics on timely issues and practical strategies including: Avoiding Burnout, Accountability, Professional Networking, Financial Literacy, Measuring Effectiveness, and much more. Ideal for ED s and board members, the book also includes new cases and stories from the field and practical tips sidebars.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 352
• Erscheinungstermin: 24. Mai 2010
• Englisch
• ISBN-13: 9780470603932
• Artikelnr.: 38209647

Autorenporträt

Mim Carlson is the former executive director of the Berkeley-East Bay Humane Society and is currently interim executive director at Florence Crittenton Services (www.linkedin.com/companies/florence-crittenton-services). With over twenty-five years of experience as a manager and grantwriter, Carlson has trained and consulted nationally and is a former faculty member at the University of San Francisco and California State University, Hayward. Margaret Donohoe is a nonprofit consultant who focuses her experience, insight, and energy on helping a new generation of nonprofit leaders navigate the many opportunities and challenges of this career choice. She has more than twenty-five years' experience in the sector as an executive director, interim director for organizations in transition, and community board member.

Inhaltsangabe

Exhibits.
Foreword.
Preface.
Acknowledgments.
The Authors.
PART ONE Finding Your Way as Executive Director.
ONE Understanding This Big Job.
What are the roles and responsibilities of an Executive Director?
What is the difference between a leader and a manager?
When should an Executive Director lead, manage, or support others?
TWO Developing as an Executive Director.
What can Executive Directors do to self-reflect on skills they wish to
develop on the job?
How does an Executive Director find the time for professional development,
and what opportunities are available?
When are executive coaches helpful to an Executive Director?
When the going gets really tough, how does an Executive Director stay
inspired?
THREE Finding Balance in the Role of Executive Director.
Why are Executive Directors so susceptible to burnout?
How can I find balance as an Executive Director?
How do I set boundaries on my work life so I still have a personal life?
Where do I find the time to do everything an Executive Director has to do?
How can an Executive Director delegate when everyone is already busy?
PART TWO Executive Director as Visionary.
FOUR Understanding Nonprofit Organizational Culture.
What does organizational culture mean?
How does understanding the organization's culture help the Executive
Director be more effective?
How does an Executive Director determine what the organization's culture
is?
What are some strategies for changing or moving an organization's culture
to where it needs to be in order to be successful?
FIVE Embracing Your Organization's Values.
What are organization values and how are they found within an
organization's culture?
How does an Executive Director establish values as the guiding principles
in the organization?
What is cultural competence and why is it so important?
How does an Executive Director lead a culturally competent organization?
SIX Creating a Vision and Plan.
What is a vision and why is it important?
How does the Executive Director lead the way to having a shared
organizational vision?
Why is planning important to an organization's vision, and what is the
Executive Director's role in this process?
If you're always in crisis or catch-up mode as an Executive Director, how
do you find time to plan?
SEVEN Determining Organizational Effectiveness.
What does an effective nonprofit organization look like?
How soon after starting should the Executive Director begin to examine the
organization's effectiveness?
How does an Executive Director tie personal performance and effectiveness
to that of the organization?
What happens if the Board and Executive Director determine the organization
is no longer effective?
PART THREE Executive Director as Change Agent.
EIGHT Embracing a Changing Nonprofit Environment.
Why is change synonymous with the identity of the nonprofit sector?
What role does the Executive Director have in making change happen outside
the organization?
How are the lines that have traditionally defined the business and
nonprofit sectors changing?
What can the Executive Director do to influence funders' efforts to shape
the nonprofit sector?
How does the Executive Director manage effectively through boom-and-bust
economic cycles?
What are some of the new demands for accountability and measurable outcomes
in nonprofits?
How are rapid changes in technology impacting the nonprofit workplace?
NINE Understanding Changing Life Cycle Stages in Nonprofits.
What life cycle stage is my organization in?
What skills does an Executive Director need in each stage?
TEN Leading Organizational Change.
How can Executive Directors help their nonprofits embrace a healthy change
process?
What is the Executive Director's role and that of the Board, other staff,
and volunteers in a change process?
How soon after a new Executive Director is hired should a change process
begin?
PART FOUR Executive Director as Relationship Builder.
ELEVEN Nurturing a Relationship with the Board.
What are the attributes of an effective Board, and what does it take to
create one?
What does a healthy relationship between a Board and its Executive Director
look like, and how is it established?
How does one differentiate between Board and Executive Director
responsibilities?
What information does the Board need, and how often?
Who makes what decisions in a nonprofit?
TWELVE Developing Relationships with Individual Board Members.
How important is the relationship between the Executive Director and the
Board Chair?
What do you do if problems arise between you and the Board Chair?
What should an Executive Director do with a renegade Board member?
If Board members are not fulfilling their responsibilities, what can an
Executive Director do?
How much influence should an Executive Director have when recruiting new
Board members?
THIRTEEN Establishing Productive Staff Relationships.
How does an Executive Director who is new to an organization build quick
credibility with paid and unpaid staff?
How does an Executive Director encourage positive relationships and
establish a healthy culture among staff and volunteers?
What are ways to build leadership and management skills among paid and
unpaid staff?
How does an Executive Director work across the generations to have staff
work productively together?
What are strategies for establishing strong lines of communication with
staff?
How can technology aid relationships and be used as an effective
communication tool with staff?
How does an Executive Director offer and receive support from staff and
volunteers while keeping an arm's-length relationship?
FOURTEEN Following the Founder.
Why do relationships with Founders in transition tend to be so complicated?
What is the best way for an Executive Director to work with a Founder who
is still a member of the Board of Directors?
What does the Executive Director do if the Founder is causing serious
problems for the organization?
What are the pros and cons of having the Founder stay on as a staff person
or consultant?
PART FIVE Executive Director as Community Creator.
FIFTEEN Engaging External Stakeholders.
Who are an organization's external stakeholders?
How can the Executive Director develop and nurture relationships with key
stakeholders?
How does an Executive Director rally stakeholders for advocacy?
SIXTEEN Embracing Partnerships and Collaboration.
How can Executive Directors assess the values and risks of leading their
organizations into partnerships?
What are ways organizations can work together informally, and how does an
Executive Director make this happen?
What forms of partnership exist beyond collaboration?
How can Executive Directors prepare their organizations to enter into
partnerships?
PART SIX Executive Director as Resource Wizard.
SEVENTEEN Ensuring Sound Financial Management.
What are the major differences between for-profit and nonprofit finances?
Who takes the lead in fulfilling the various financial management roles in
a nonprofit?
What financial reports do the Board, staff, and volunteers need to see and
how often?
What is the Board's role in the budgeting process?
After the Board passes a budget, what authority does the Executive Director
have to implement programs or contracts?
If there is a financial crisis, what does the Executive Director tell the
Board and staff?
EIGHTEEN Sustaining the Organization with Team-Based Fundraising.
Who has the primary responsibility for raising money in a nonprofit?
How much of an Executive Director's time should be spent raising money?
Where do nonprofits find funds for overhead costs of administration and
building infrastructure?
PART SEVEN Executive Director in Transition.
NINETEEN Planning for Healthy Transitions of Leadership.
Why is succession planning important?
How can an Executive Director integrate practices that support succession
planning throughout the organization?
Where does continuity or knowledge management fit within the framework of
succession planning?
What does an emergency succession plan look like?
TWENTY Moving On: Making Your Own Career Transition.
How will I know it is time for a career move?
Why is the decision to leave so difficult for the Executive Director and
the organization?
How can the departing Executive Director make the leadership transition run
smoothly?
What are some typical career paths for former Executive Directors?
Conclusion.
Resources.
Index.