As I write this, the biggest movie in the world is the superhero film, Avengers Endgame.

Now, I’m not the biggest action movie buff in the world, but I do know a superhero when I see one. And Executive Directors are society’s superheroes. There is just no doubt in my mind.

They go toe-to-toe with their opponents on national TV.

They fearlessly meet with elected officials to influence change.

They lead with a level of determination far beyond those of mortal men and women.

But just like Superman (and yes, I know he’s not in the Avengers), Executive Directors have their kryptonite. Their (potentially) fatal flaw.

It’s not a lack of resources… or a disengaged board.

No, those are obstacles for sure. But this problem is actually harder to overcome. And it affects Executive Directors regardless of level of performance.

And it’s not an addiction to hummus either.

Want a hint?Continue Reading

We live in a strange new world. Not a particularly kind and generous one if you ask me.

Our world is polarized as never before and civility in dealing with those with whom you disagree seems to have been erased from our society’s hard drive.

And I am so not talking only about politics. I see it with nonprofit organizations galore.

The negativity comes from both inside the organization (a staff upset with a change in health benefits) and externally (community members who feel voiceless in some kind of directional change.)

Or a local blogger or journalist with a big ol’ bone to pick. My phones have been ringing more and more asking for help with these kinds of issues. Some might frame this as crisis management but I would prefer to dig at the root cause.

Often, a full-blown crisis is the result of something small handled poorly.

Or something small that leaders got so worried about that it became big. I believe nonprofit leaders can often cut crises off at the pass if we handle the challenge or the criticism well.

Today, I want to help you think about how to handle criticism without anger or defensiveness so that it doesn’t blow up into a full-blown crisis. If I do only that, it will be a good day at the office for me.Continue Reading

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Time and time again, I see boards dropping the ball on one of the single most important responsibilities they have – the annual performance evaluation of their staff leader.

It just plain makes me mad.

I do kinda get it when board members balk at fundraising. But an annual performance review? Really?

When I ask board members how they would feel if their bosses (at their day job) did that, I get the answer you’d expect. That would never happen.

In my executive coaching work with clients, it is so clear to me that Executive Directors do not receive the feedback they need to feel supported and to grow and develop in their roles.

I ask: When were you last reviewed?

I hear: Does a 20-minute coffee with the board chair count?

I hear: The board really doesn’t know what I do. How could they evaluate me fairly? I’d prefer not to hear what they have to say.

I hear: I had to all but harass my board chair to do SOMETHING. It was like 3 months late and kind of lame.

I hear: I was reviewed informally by the board chair before this one. Or maybe the one before that one.

I hear: Reviewed?

I believe there are many reasons that boards don’t conduct performance reviews – I outline a few of them here.

But let’s assume for the purpose of this post that it just all seems too overwhelming. Board members don’t know where to begin.

In that spirit I offer you a recipe for an effective, and very simple Executive Director performance review.Continue Reading