The Lighthouse for Recovery Ministries - A Beacon of Light for the Soul in Need!
My Blog

What does an effective nonprofit leader look like?

“A strong nonprofit leader drives a sense of mission down through the organization, upward into the board and outward in to the community. He or she is willing to do whatever it takes to enable the organization to follow their mission effectively.” (Light, P. 2002. Grasping for the Ring: Defining Strong Nonprofit Leadership)

Sound like a tall order? It is. In fact, leadership is the starting point to effective performance, organization-wide. To successfully lead and move his or her mission forward, today’s nonprofit leader needs to be more than just “the boss.”

Research shows that today’s leader needs a comprehensive set of financial, operational and executive skills that combine the best qualities of corporate-world “C-level” executives (think CEO, CFO,COO, CMO and the like).

In other words, the gauntlet is being thrown- so all Executive Directors and Directors everywhere - get out of your “ivory tower” office and mentality and into the “trenches” where the real work of abating and assisting social injustice needs in our country are vocalized with real-time evidence all around.

I have met Executive Directors and Directors of other social service organizations that cannot even tell me what their mission statement or visions for their agencies are much less tell me who are their client base, how effective is the work of those under them and are they making a difference with their programs and services offered.

Granted, in founding my secular nonprofit, I knew what the mission statement and vision of The Lighthouse for Recovery Ministries would be from the start to the present – I did not inherit an organization’s established missions and visions by virtue of employment into the executive suite.

But it goes without saying that an effective executive leaders need to have vision and passion along with the analytical and technical skills necessary to master the responsibilities of the job. But emotional competence is really the key to putting it all into practice.
  • Motivation. This is a passion to work for reasons that go beyond money or status and a drive to pursue goals with energy and persistence. This results in a strong drive to achieve; optimism, even in the face of failure; and organizational commitment.
  •  Empathy. This is the ability to understand the emotional makeup of other people and the skill to adapt according to the reactions of others. This skill allows leaders to build and retain talent. It also results in cross-cultural sensitivity and the ability to effectively service constituents.
  • Social skills. This is the ability to manage relationships and build networks. It’s the ability to find common ground and build rapport. It allows leaders to be persuasive, build and lead teams, and drive change.
The best leaders:
  • Have strong executive, operational and financial skills.
  • Are emotionally intelligent – trustworthy, persuasive, perceptive and flexible.
  • Infuse the organization at every level with a commitment to the big-picture vision.
  • Advocate for the mission at every turn.
  • Collaborate with people and organizations that can help to advance the cause.
  • Motivate people with passion, a proactive attitude and a commitment to set and reach goals.
  • Fundraise and encourage the board to do so too.
  • Clarify board and staff relationships and encourage open communications.
  • Embrace participation, build strong teams and encourage risk taking.
A great nonprofit leader is of course a “big idea” person. But he or she is also the organization’s chief storyteller, brand advocate, brand guardian, crisis spokesperson, chief marketing officer and chief fundraiser. To be effective in these roles, he or she must be authentic, and be able to connect, collaborate, persuade, mediate and negotiate with the best.

A great leader is also the ambassador for the health of his or her organization, both structurally and financially. This means he or she is responsible for building and maintaining relationships that enable the organization to flourish. He or she must recruit and retain the talent, and supply the tools necessary to develop a strong infrastructure and a culture that builds morale.

A great leader is “tapped in”, to his or her constituents, staff, board and the social and economic conditions that affect their mission. Faced with funding shortfalls, increased demand for services, and donors seeking demonstrated results for their dollars, today’s leader is a master at adapting, recognizing challenges to be overcome and seizing opportunities as they arise. Innovation is the name of the game, and a great leader is adept at making tough decisions that drive the mission forward, and keep the organization financially stable.

Most of all, a great leader, leads. Everyone around you should understand where you are headed and why. Ideally, they will live for it. This is where it’s your job to constantly express the mission with enthusiasm and build the big picture into absolutely everything.

If it seems like it’s not working, resist the urge to blame. Instead, explore the motivations and interests of employees, volunteers and board members. Maybe it’s time to get some insights into what’s driving people (or not) toward your mission.

In the nonprofit world, where funding is typically mission-driven, innovation often lags behind the need to pursue everyday programming activities. Organizations all across the country are innovating to create more impact. In fact, research shows many of these nonprofits utilize similar practices to help them go from good to great.

Here’s how your organization can go from good to great:
  1. Advocate and serve. Innovative organizations have recognized that it’s not enough simply to serve a constituency or advocate for it. Great nonprofits bridge the gap between service and advocacy and get good at doing both. This significantly increases their organizational impact.
  2. Make markets work. Innovative organizations are in bed with business. These nonprofits find ways to work with the private sector, influencing business practices, building relationships and developing earned income ventures, all in an effort to leverage the market to achieve larger scale social change.
  3. Inspire evangelists. In the eyes of innovative nonprofits, volunteers, donors and the like are more than just extra hands on deck or dollars in their pocket. These individuals are cultivated, inspired and engaged as evangelists for the cause. As committed voices, evangelists build and sustain networks of “believers” to help the nonprofit achieve larger goals.
  4. Nurture nonprofit networks. Innovative nonprofits see competitors in a different light. They’re keen to build alliances, recognizing networks help people help each other. In this way, everyone thrives.
  5. Master the art of adaptation. Innovative organizations readily listen, learn and adapt to changing conditions, modifying their strategies as needed for a better chance at success. This allows them to sustain impact by staying relevant.
  6. Share leadership. Innovative leaders share power to be a stronger force for good. Leadership is delegated appropriately throughout the organization and the network. Leaders empower staff, board and partners, motivating and driving others to participate, reach and hold themselves accountable.

Website Builder provided by  Vistaprint