Welcome to the Wishnick & Associates blog! There is lots to read, based on experiences from my 15 years working with nonprofit, mission-driven organizations. I have written about strategic planning, capacity building, executive leadership transition, boards of directors, and more – lessons learned, effective practices, tips, and advice. My intended readers are nonprofit executives, board members, nonprofit staff (especially those aspiring to leadership roles), and anyone with an interest in myriad organizational issues. My hope is that through these blog articles, I can pass on a bit of the inspiration I get from my clients. Please let me know what you think, or if you have ideas for a future post … and do share these posts with others who may be interested. While I’m not writing as frequently this year, there is a lot here to think about. Thank you for stopping by!

 

Onboarding a New Nonprofit CEO – Tools and Activities

You have just hired a new senior executive. Congratulations! Now what?

When the search activities conclude, the transition continues and a well-planned onboarding process is critical. In the best scenario, a transition task force (which might be the search committee) will have contact with the new executive in the period from offer acceptance to first day on the job. Having a plan for this “in-between” time will make onboarding go more smoothly. It will also permit the transition task force to discuss onboarding with the new executive to learn what she/he would like included.

Onboarding a new nonprofit executive may seem daunting. Depending on the size and complexity of an organization, it may be. A nonprofit organization should always have a plan for orienting new staff. For a senior position, it would likely need to be enhanced to match the magnitude of the role. Thinking through the high-level expectations for the new executive leads to a sharp focus on the goals for onboarding and thus, the related tools and activities that are part of it.

Onboarding a New Nonprofit CEO

Welcome to Your (New) World!

It’s 7:00 p.m. on Saturday night. The doorbell rings. You open the door and greet your dinner guests. You say, “So glad to see you! The coat closet is over there (pointing). Make yourselves at home. Just go in the kitchen, I think there’s some wine and some food. You’re smart, I know you’ll figure it out and cook up something. I’m going to run upstairs and take a shower. Back soon.”

It’s difficult to imagine inviting guests over with such little forethought. What would Miss Manners say about this inhospitable “hello”?

Why Aren’t You Talking to Each Other?

Nonprofit chief executives and their board members do not simply wake up one morning with the following revelations:

  • The demographics of the area they serve have changed;
  • Funding for a signature program is at risk; or
  • High staff turnover is a dangerous threat to service delivery.

Yet, nonprofit leaders confront these realities often. When I read a story or hear about a nonprofit in extremis, I wonder if the leadership has been asleep at the wheel. Did no one see the signs? Why did they not point these things out to each other? What were they (or were they not) talking about at board meetings?

Executive Transition: How to Determine Who Your Next Leader Should Be

As the adage goes, the only constant in life is change. When a transition occurs at the top of any organization, it needs to be managed with good judgment and planning for the future success of the organization and all its stakeholders. In a nonprofit, it is the board’s role to handle this process.

Why Conduct a Needs Assessment?

Indeed, the stakes are high for a nonprofit board of directors charged with the responsibility of managing an executive leadership transition. Among the many questions that loom are:

  • What is the scope of the chief executive’s job?
  • What are the necessary skills the next chief executive must possess in order to lead the organization to its next level?
  • What are the personal qualities the next executive must possess in order to be a culture and values fit with the organization and a leader for the staff?
  • How do we prepare for a smooth transition for the new executive?
  • How do we lay the groundwork for staff support for the new chief executive?

Why Job Descriptions Are the Keystone of Your Volunteer Program

Volunteers are strategic assets for nonprofits. Some of my clients rely greatly on volunteers to fulfill their missions. In addition to board members and committee members, there are event organizers, fundraisers, service providers, tutors and mentors, crisis/helpline responders, people who shelve books or who staff the waiting rooms of a hospital to let you know your loved one is out of surgery. The list goes on.

To treat your volunteers with the respect they deserve, first think strategically about the different roles they play within your organization. Next, create proper job descriptions.

February 20th, 2017|Nonprofit Leadership|

New Year Surprises: Are You Ready to Manage Staff Transitions?

A new year often inspires life changes, big or small. Among these are the decision to pursue a new job or career. Because employees at all levels contribute to the fulfillment of your mission, nonprofit leaders need to be tuned into staffing transitions throughout the organization. How a nonprofit executive copes with staff transitions both draws from and contributes to the organizational culture. If handled well, a staff transition can boost an organization’s well-being and capacity, but if handled poorly, morale and service continuity can suffer.

January 24th, 2017|Nonprofit Leadership|