On Our Minds
Gary Bagley is a certified executive coach with over 25 years of experience in the nonprofit sector, most recently as the Executive Director of New York Cares, New York City’s largest organization devoted to driving community impact through volunteer-led programs. He also teaches nonprofit leadership, management, and strategy at Columbia University and Baruch College. On-Ramps is thrilled to have Gary as a guest author on our blog.
In their most recent industry report, Sustaining and Retaining Senior Leaders in the Social Sector, On-Ramps made major contributions to the larger conversation around senior leader retention. In addition to crucial insights about opportunities for further support, they shared key details of leaders’ experiences—and the influences of varying identities.
One major finding I felt called to reflect further upon was the overwhelming negative impact to physical health that leaders with tenures of 1 – 5 years were feeling compared to their more seasoned counterparts.
As an executive coach for nonprofit leaders, a significant focus of my work is helping emerging leaders navigate challenges in their roles—especially regarding interactions with boards. While executive leadership is characterized by incredible impact, the work can be strenuous.
I believe meaningful solutions will emerge from collaboration and a shared sense of responsibility. So I wanted to share some of my key considerations for boards and new leaders trying to start (and stay) on the right foot.
1. The budding relationship between a board and a new leader often needs more TLC than you’d think.
One major thing boards and new nonprofit leaders often underestimate is the time and effort required to build an effective relationship between them.
For boards, there’s a need to assess their listening and collaboration strategies. Do their approaches to interaction—with the new leader, other board members, and the organization as a whole—emphasize true inclusion of varied perspectives, identities, and needs? That’s key to building the trust that drives progress.
For leaders, working with boards to build that trust, and an accurate measurement of its depth over time, is foundational to their success. Many leaders struggle with the pressure of challenges that arise when they try to realize goals as soon as they’ve been appointed. In reality, most changes require a level of trust that takes time to develop, often the course of a year or two.
Both incoming executives and boards need to better understand their roles in their relationship to see real results and minimize undue stress. Boards must be open to reflection and growth, and be realistic in their expectations. And it’s essential for new leaders to recognize they play a crucial role in helping their boards grow into the support system they need—which won’t happen overnight.
2. New leaders face specific challenges that are different from their more experienced counterparts.
Stepping into an organization that has recently experienced disruption is challenging, regardless of how well it was previously run.
Experienced leaders know to expect exhausted boards, potentially low morale, and what feels like everyone seeking a solution to a problem. They also know the right questions to ask to start tackling things. New leaders, on the other hand, come into this dynamic with an abundance of energy, but less know-how on identifying the real priorities.
It’s especially difficult when boards inadvertently take a step back, wanting to give the new leader space to acclimate. And potentially to let themselves relax a bit after the stress of the search.
To address this, I recommend establishing an onboarding committee to facilitate ongoing communication about organizational insights and priorities. New leaders need to understand the organization’s dynamics and the intensity of the issues at hand.
That means boards can’t check out, and new leaders need to be intentional about checking in. Balancing organizational needs with a leader’s individual capacity is a skill that needs to be honed. And it requires a space that invites it to be done.
3. It’s beneficial for boards and new leaders to be in continuous conversation about success—from the very beginning.
In the first month together, it’s crucial for boards and new leaders to work together to define what success will look like over the first 90 days, six months, and year. And it’s vital to have ongoing conversations about these goals.
I once observed an experienced CEO who, at her first board meeting, outlined her understanding of the board’s expectations from the interview process and asked if anything was missing. This proactive approach ensured alignment and clarity, and I think less experienced senior leaders would benefit from taking a page from her playbook.
From the board perspective, it’s imperative to be thinking and acting with that same level of intention, especially with new leaders who need the support. There’s an incredible opportunity to level-set about the future and deepen the relationship by showing new leaders they can count on collaboration.
4. Balancing a drive for excellence with a commitment to well being is exactly as hard as it sounds.
There’s a particular challenge that lies in balancing a drive for excellence with the understanding that you can’t be everything to everyone. Experienced leaders know that to make room for new initiatives, they often need to say no to other demands. But at the beginning of your tenure, it’s tough to make those calls.
I often joke that imposter syndrome is a job requirement for executive directors. My clients are typically very self-critical, feeling they haven't acted fast enough or strategically enough. Even I used to think my job as a CEO was to be permanently dissatisfied, always striving for improvement.
And I want to note that identity plays a significant role here; if you're part of a marginalized group, feelings of doubt and mistrust can intensify, even growing to affect your relationships with staff and the board. Engaging in self-reflection can help manage these feelings, and prevent them from becoming self-depleting.
Boards can help by being cognizant of the way new leaders are likely to be feeling—especially those with identities that have been historically excluded. It’s easy to unintentionally contribute to the noise rather than take away from it, so it’s imperative to grow awareness of new leaders' situations, and build substantive infrastructure to support them accordingly.
The takeaway
Navigating executive leadership in the nonprofit sector is undeniably complex, especially for new leaders who often face unique challenges. And the insights from On-Ramps' report highlight the critical need for strong relationships between boards and incoming executives. It’s essential to foster open communication, establish trust, and define shared goals early on.
As we strive for excellence in our missions, we must also prioritize the well-being of our leaders. By supporting emerging leaders through intentional relationship-building and understanding the nuances of their experiences, boards can create an environment where both the leaders and the organization thrive. Emphasizing these principles can lead to a more sustainable and resilient social sector.
On-Ramps is a search and consulting firm that serves mission-driven organizations in the social sector. Ready to learn more about our services or discuss your hiring needs? Drop us a line at info@on-ramps.com.
