Following my missive earlier this week about "unhappy" execs and how much nonprofit boards have a responsibility to make them happy, I want to offer the following praise offered by Steven Kast's OpEd in the LA Times. Perhaps boards can include some of the merits as elements of their dashboard and annual appraisal.
Steven Kast OpEd: the life of nonprofit executives
Heather Livingston, Kasia Grzelkowski, Sanu Dieng, Bill Massey, Audrey Smith, Lynne Finding, and Arlene Armentor are a few examples of the executive directors or CEOs of United Way of the Virginia Peninsula’s 40 partner agencies who are my heroes.
During this holiday season and building upon the kindness initiative promoted by United Way, I want to highlight and thank this group of often unsung heroes in our community.
CEO (chief executive officer) is a fancy title but it doesn’t change the fact that these not-for-profit CEOs are ultimately responsible for whatever happens in their organizations.
For local nonprofit boards hiring and retaining the right CEO is a strategic move, and with the right leader, it provides credibility that the private sector can relate to. It helps raise the level of consciousness needed in the private sector, among board members, donors and the community in general.
The point being made is that our nonprofit executives are a necessary, highly organized and skilled leaders. But our not-for-profit CEOs motivate staff and volunteers to be all they can be, inspire board members to give and get dollars for the organization and promote the good work being done every day. They must also earn the respect of various neighborhood groups, and, time permitting, have a life.
A personal life is something our Not for Profit CEOs must work hard to achieve. Recognizing the importance of positive role models in the human services field and their impact on others’ lives, these execs are caught in a long-running dilemma — balancing the needs of family with the needs of clients impacted in large numbers by their organizations.
Their jobs get particularly tough because they feel responsible for hundreds, if not thousands, of lives every day, and in most cases all day. If they keep the job long enough, they will get those late night calls from staff — or even worse, from the police — declaring that one of their kids is missing, their client has frozen to death just yards from a shelter or a client died at their facility.
They receive word of their facilities having been broken into, or damaged by bad weather. They fear receiving word of a bus or van accident, and news of domestic violence, or the loss of people they work with and care for. A feeling of always being on call and always responsible stays with them 24 hours a day and seven days a week which is the toughest part of their job.
For the CEOs, it can be challenging to inspire a board of directors who are tackling their own personal and professional challenges to share the same level of commitment — giving, getting, and influencing others to raise funds. These resources are needed not only to operate but to endow the future needs or ensure reserves are available when needed. They manage multiple board members who all serve as leaders and in a few cases struggle to find their appropriate role with their organizations.
And by the way, let’s not forget about them being accountable and responsible for compliance, legal process, financial statements, fleets of vehicles, multiple service centers, satellite/outreach sites, collaborative partnerships and all the day-to-day functions that take up time and energy. Our not-for-profit CEO’s skillsets comprise of the compassion of a clergy, the financial acumen of an accountant, the judgment of an attorney and communication skills suited for varied and diverse audiences.
Our local heroes or nonprofit executives are accountable to a full board of directors, and ultimately responsible for raising the organization’s entire budget, as well as working within its parameters without the luxury of a full contingent of staff with degrees and appropriate skills more common in the private sector. Given the work they do, our CEOs often feel compelled to plan for succession by hiring and inspiring young talent in hopes they will someday carry the torch. If asked, most would not change their careers in any way.
They have my utmost respect and deserve the same from our community. Be kind and reach out to your favorite nonprofit executive today. If you are a nonprofit exec, thank you for leaping tall buildings for our community. The rewards are visible.