By Kevin Dean, President & CEO, Tennessee Nonprofit Network
Read part 1 here.
My previous blog post was so popular that I decided to write a follow-up with more things people don’t tell you about becoming a nonprofit CEO. Stepping into the role of CEO at a nonprofit organization is akin to embarking on a thrilling, yet unpredictable expedition. Think Lara Croft from Tomb Raider armed with a strategic plan and an annual fund letter. But like any seasoned explorer will tell you, the terrain is often fraught with unexpected challenges and hidden crevasses. In my previous essay, I shared ten hard-earned lessons from my own journey. Here are ten more truths that they don’t often tell you in those leadership workshops, but that can make or break your experience as a nonprofit leader.
1. The Narrative of You:
Here’s the unfortunate truth: No matter how good your intentions or how much you try, you’re going to be the villain in someone’s story. You’ll be ascribed personality and character traits that are like, WTF? Your good intentions will be called into question, and your mistakes will be perceived as intentional slights against someone. You’ll be disliked for reasons beyond your control. All of this comes with the territory. Get used to it. No one is the villain in their own story, and CEOs are great scapegoats. (And, on a side note, sometimes you WILL be the villain, and you’ll have to work to forgive yourself for your mistakes or fragile moments.)
I have struggled with this and spent a great number of hours working through this with my therapist! And I’m not alone…I can’t count at least five other CEOs who have struggled with this same issue. You might imagine yourself as the author of your own story, but in the realm of nonprofit leadership, you’ll quickly discover that others are eager to contribute their own chapters. People will form opinions, create narratives, and ascribe characteristics to you, often based on limited information or preconceived notions. You might be labeled the “visionary,” the “micromanager,” or the “outsider.” I’ve had all sorts of names tossed around about me, and some of them I can’t even list here on this blog! (Though I accept and agree with “nerd.” I am a nerd.) These narratives, whether accurate or not, will influence how people perceive and interact with you. It can be incredibly frustrating to find yourself wrestling with a public image that feels misaligned with your own self-perception. Learning to navigate this complex landscape requires resilience, self-awareness, and a willingness to engage in open and honest communication. It is incredibly disorienting when you find yourself being described differently from how you perceive yourself or have others debate your intentions. Ultimately, though, people’s opinions are just that – opinions. As my good friend always reminds me, “What people think of you is none of your business.”
2. The Hiring-Firing Tightrope:
As the CEO, you’re responsible for assembling a high-performing team. Take your time with hiring decisions, ensuring that each new member aligns with your organization’s values and brings the necessary skills to the table. Trust the interview process. These identify red flags that you’ll want to know about in advance. Trust me when I say there’s nothing worse than realizing you made the wrong hire on Day 1. It’s happened to me. The interview process is your friend. Never feel like you have to rush to fill a role.
On the flip side, don’t hesitate to make the difficult decision to let someone go if they are not a good fit, even if they possess strong technical skills. A toxic or underperforming employee can disrupt the entire team dynamic and hinder your organization’s progress. Always remember that your loyalty lies with the mission and the collective good of the organization. And fire swiftly, compassionately, and with lots and lots of receipts. Don’t drag it out. Every moment a toxic employee is in your organization, it’s being poisoned. Every moment you let a low-performing employee stay, you’re denying them to opportunity to go out and find a job more aligned with their skills and motivations.
3. The Visionary vs. the Listener:
Having a compelling vision is essential for any nonprofit leader. But a vision that is solely your own, conceived in isolation, can be limiting. True success lies in co-creating a vision with your stakeholders. Engage your board, staff, volunteers, and community members in a dialogue about the future of the organization. Listen to their perspectives, incorporate their ideas, and allow the vision to evolve organically. A shared vision fosters a sense of ownership and commitment, leading to greater collective impact. Adapting your personal vision for the organization can be a tough pill to swallow sometimes (thanks to your ego!) but a co-created vision is the way to go.
4. The Impossibility of Universal Appeal:
As much as you might strive to be universally loved and admired, the reality is that you can’t be everything to everyone. Different stakeholders will have different expectations, priorities, and communication styles. Trying to please everyone will inevitably lead to frustration and burnout. Focus on building authentic relationships based on trust and mutual respect. Be transparent about your decisions and your rationale, even when it’s not what everyone wants to hear. It stings when you can’t please everyone, but sometimes rubbing a few people wrong in service to your mission is the right way to go.
5. The Weight of Decision Fatigue:
As the CEO, you’ll face a constant barrage of decisions, both big and small. From strategic planning and budget allocation to personnel issues and program evaluation, the weight of these decisions can be mentally and emotionally exhausting. Decision fatigue is a real phenomenon that can lead to impaired judgment, reduced creativity, and increased stress. Learn to prioritize and establish clear decision-making frameworks to mitigate the impact of this inevitable challenge. I am great at making decisions, and I have to make multiple every single day. I make small decisions and I make big, challenging, painful decisions. At some points, though, I can’t think anymore. If unmitigated, decision fatigue contributes to burnout, which has bigger and more problematic repercussions.
6. The Power of Words:
Every word you utter as an CEO carries weight and significance. People will analyze your statements, searching for hidden meanings and underlying intentions. A casual remark can be interpreted as a policy shift, and a seemingly innocuous email can spark a flurry of speculation. One time at a staff meeting, I asked our COO jokingly if we were broke, and the staff flipped out. We were far from broke, but how would they know? My joke scared them to death and was interpreted as something earthshattering. Be mindful of your communication style, both written and verbal. Choose your words carefully, considering the potential impact they might have on different audiences. Remember, the meaning ascribed to your words is often more important than the words themselves.
(As a person who suffers from short, terse email writing by accident, I’ve found that using AI to craft friendlier emails, especially about more difficult topics, is the way to go.)
7. The Meaning Maker:
In the face of ambiguity, uncertainty, and even chaos, one of your primary roles as a CEO is to make sense of things. You need to provide clarity, context, and meaning for your staff, your board, and the communities you serve. This might involve interpreting complex data, explaining organizational changes, or addressing external challenges. Even when things don’t make sense, your ability to create a coherent narrative can instill confidence, foster resilience, and guide the organization forward. As a CEO, I’ve had to make meaning of COVID-19 chaos, layoffs, firings, loss of funding, my decision not to give raises, and even the death of a former staff member. It’s exhausting, but it’s part of the job.
8. The Detachment from Identity:
The role of a CEO can be all-consuming, demanding your time, energy, and emotional investment. It’s easy to fall into the trap of identifying yourself solely with your job title. However, it’s crucial to maintain a sense of self outside of your professional role. Cultivate hobbies, nurture relationships, and engage in activities that bring you joy and fulfillment. While you’ll always be the face of the organization whether you’re on a big stage in front of donors or shopping for toothpaste at Target, you also have the right to be YOU and detach from your role as CEO every now and then. Disconnecting your identity from your job will help you prevent burnout and lead a more balanced life.
9. The Perpetual Student:
The world of nonprofit leadership is constantly evolving. New challenges emerge, funding landscapes shift, and societal needs change. To remain effective, you must embrace lifelong learning. As Ted Lasso says, “Be curious.” Stay abreast of current trends, seek out professional development opportunities, and remain intellectually curious. The most successful CEOs are those who are willing to challenge their assumptions and continuously expand their knowledge and skills.
And never trust anyone without intellectual curiosity. That goes for staff, board members, or mentors! They will never seek out the best for you or the organization.
10. The Culture Conundrum:
You can have the most brilliant strategy, the most talented team, and the most generous funders, but if your organizational culture is toxic, your efforts will be undermined. Trust me on this: I am a walking cautionary tale! Culture eats strategy for breakfast, lunch, and dinner. It permeates every aspect of your organization, influencing communication patterns, decision-making processes, and employee morale. Prioritize building an inclusive and supportive culture. Invest time in team building, conflict resolution, and open communication. A strong culture is the cornerstone for sustainable success.
The journey of a nonprofit CEO is a challenging, yet deeply rewarding one. It’s a journey filled with unexpected twists, turns, and learning opportunities. Hopefully this second blog post will leave you better equipped to navigate the complexities of nonprofit leadership and build a thriving organization…all while keeping your sanity intact!