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 Congratulations on your new position as CEO! You have been hired because of your expertise as a leader, your connection to your nonprofit's mission, and your ability to build and maintain relationships. The last of these qualities is the most important to building a sustainable nonprofit.
If your nonprofit fits the norm, it took at least three months to hire you and your nonprofit has been without leadership too long.[1] What suffered during this transition were fundraising, board leadership, and strategic vision. While you might want to begin with a strategic approach, you know the reality is that you need to jump right in and work on relationships.
Creating successful relationships with your staff, your board, and your top donors is crucial to your leadership success and your nonprofit's mission and financial strength. What follows is a step-by-step approach to your first few months as CEO.
Your Staff
Staff turnover has become a shocking reality to nonprofit CEOs. Twenty one percent of nonprofits expect staff turnover in mid-level positions to increase this year.[2] To reduce turnover, you need to be the go-to person for your staff to listen to their needs and to create a work environment in which they can thrive.
- Step One: Take each of your staff leaders to lunch. Learn not only what their professional goals are, but their personal ones too. You need to ensure your staff appreciates your leadership, trusts your instincts and decision making, and that they come to you with problems -- however big or small. Key stakeholders expect you to know the pulse of your nonprofit.
- Step Two: Evaluate the organizational structure and staffing assignments and don't hesitate to make changes. Your staff is a reflection of your leadership and reshaping their roles to fit your vision and their expertise will only help you in the long run.
- Step Three: Build a culture of philanthropy if one does not exist. Fundraising pays your bills including your and your staff's salaries and benefits. Therefore, fundraising is everyone's job. Involve your program staff in fundraising by having them host prospect visits, attend fundraising events, and help with donor stewardship.
Your Board
More than half of the CEOs spend 10 hours or less with their boards each month.[3] In order to use your board to their greatest capacity and have them continue to increase their charitable donations to your organization, you need to befriend them -- one-by-one and in person.
- Step One: Start by meeting with your Board Chair and the chairs of the Development and Governance/Nominating Committees and make sure that they understand that fundraising is a key part of board service. Spend time getting to know them on both personal and professional levels. Give them a chance to experience your leadership, your instincts, and your ability to address their concerns. This is vital to your success and tenure.
- Step Two: Meet with each member of your board at least once a year. Find out what drives them as supporters and ensure they understand the expectation that all board members must give, advocate, and participate.
- Step Three: It is never too early to begin to think about your board's strengths and weaknesses. Start to tee up nominations to improve your board's leadership and fundraising.
Your Top Donors
Even at high-performing organizations, only 44 percent of CEOs love to make asks.[4] If this is not you now, you need to learn to love to make the ask -- it is one of your most important responsibilities. You will not succeed if you sit behind your desk and wait for your board and chief development officer to do this all for you. You need to be the most visible member of your fundraising team.
- Step One: As a new CEO, you have a one-year (and one year-only) window of opportunity to go out and introduce yourself to top donors. As the new leader, your top donors will be excited to meet you and they will be happy to talk about their involvement with your nonprofit. Work with your CDO to select your top 10, 20, or 30 donors and assign your assistant to set up in-person meetings.
- Step Two: People give to people. Your donors could be looking for a reason to give more. Give them one. Share your story about why you got involved in this nonprofit and your connections to the cause/mission. You may surprise yourself with how much you can fundraise in your first months on the job.
These steps are not just for new CEOs. If you are an existing CEO, use these steps to build stronger relationships amongst your staff, board, and top donors. By taking time to improve relationships, you will show your stakeholders how much you value them, you will raise more money and you will succeed as CEO. * * * If you need coaching on how to build these important relationships in your first months or year as a CEO, we can help you. Please contact us today to learn more at [email protected] or (202) 719-8082. |
