Joan Garry's guide to nonprofit leadership : because nonprofits are messy / Joan Garry.

Format:

Book

Author/Creator:

Garry, Joan, author.

Language:

English

Subjects (All):

Nonprofit organizations--Management.

Boards of directors.

Leadership.

Physical Description:

1 online resource (251 pages)

Edition:

1st ed.

Place of Publication:

Hoboken, New Jersey : Wiley, 2017.

Summary:

Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It's enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn't understand its true ro≤ insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who's a star in her sector but a difficult boss... And yet, many nonprofits do thrive. Joan Garry's Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a 'workplace of choice' Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world.

Contents:

Joan Garry's Guide to Nonprofit Leadership

Contents

Acknowledgments

Introduction

Chapter 1: The Superpowers of Nonprofit Leadership

A Quiz

Superman?

Spiderman?

Gumby?

Kermit?

You're Not on Top of Anything

Power and Authority

What Do I Do With All This?

Superman Tendencies

Spiderman Tendencies

Gumby Tendencies

What Was This Quiz Really About?

The Five Key Superpowers

The Real Power of Leadership

Chapter 2: You've Got to Get Me at Hello

Tell Me About Your Organization

In the Lobby-The Mission Statement

In the Elevator-The Pitch

Step Off the Elevator and Work the Room

Doin' What Does Not Come Naturally

Don't Assume

Don't Give Me a List

Don't Lead with Your Vision

Someone to Root For

Struggle or Conflict

Empathy

How Is Your Organization Working to Solve This Problem?

Evidence of Forward Motion with New Goals

Two More Examples for Emphasis

FedEx

In My Own Backyard

Practice, Kid, Practice

Chapter 3: Co-Pilots in a Twin-Engine Plane

The Ideal Board Chair Profile

Recruiting the Ideal Board Chair

The Five-Star Board Chair Checklist

The Telltale Signs of Wrong

Playing the Hand You Are Dealt

Get It Right From the Start

The Partnership in Action: the Devil Is in the Details

Build the Board

Three Tips on ``How´´

Feed the Board

Holding the Board Accountable

Here's What They Signed Up For

Put It All Together and What Have You Got?

Chapter 4: The Key Is Not in the Answers. It's in the Questions.

The Power of Deleting a Word

The Power of Inquiry

We're All in This Together

I Don't Have All the Right Ingredients!

Start at the Very Beginning

A Mission Sniff Test

What Success Looks Like

Step 1: Assembling a Strategy Working Group

Step 2: Checking Under the Hood.

Step 3: Attacking the Big Strategic Questions

Step 4: Putting a Stake in the Ground

Big Dreams, Big Challenges, and Small (No) Budget

Ten Final Words of Advice-Keep Them Handy

Chapter 5: You Can Do This

I Just Can't

Fundraising Is ``Terrifying´´?

My Friends Will Be Mad at Me

Yes You Can

Yes, You Will Screw It Up

Case Study: Girl Scouts and Those Damned Thin Mints

How Can the Board Take the Lead on Fundraising?

Building a Culture of Fundraising in Your Organization

Saving the Most Important Lesson for Last

Chapter 6: Managing the Paid and the Unpaid: (Or, I Came to Change the World, Not Conduct Evaluations)

Managing in 3-D

Having a Voice in Decision Making

Ownership of the Work

The Missing Piece: Clearly Defined Roles and Goals

Roles

Goals

And What About the Not-Paids?

The Clash of the Type A's

Group, Team, or Family

Retreats Are Nonnegotiable

My Retreat Recipe

(1) Team Building/Ice Breaker

(2) Share the Vision

(3) Bring the Work to Life

A Few Words from the Leader

Assess How the Group Works

A Time to Exhale

Appreciation

Clear Actions and Follow-Up

Keeping the Keepers on the Bus

Supervising and Evaluating the Executive Director

Two Things Everyone in Your Organization Wants

Chapter 7: When It Hits the Fan

How Are We Defining Crisis?

When the Light at the End of the Tunnel Is an Oncoming Train

Building a Crisis Management Plan

Phase I: What's the Worst Thing that Could Happen?

Phase II: What's the Worst Headline You Could See About Your Organization on the Front Page of The New York Times?

Phase III: What Assumptions Will Be Made?

Phase IV: Outline a Process

So Now You Are All Set for When It Hits the Fan, Right?

Is a Crisis Preventable?

What Crisis Management Should Look Like.

The Most Common Nonprofit Crisis: Financial Crisis and Layoffs

The Main Thing

Chapter 8: Hello, I Must Be Going: (Or, Navigating Leadership Transitions)

Scenario Number One

Scenario Number Two

So Are These Folks Good at Their Jobs?

Board Leadership Gone Awry

The Autocrat

Board Chair on Steroids

Symptoms

Challenge

Antidote

The Weakest Link

Challenges

Staff Leaders Who Aren't Leading

The Five-Alarm Blaze

Toast

The Founder (The One Who Sticks Around Too Long)

The Five-Star Staff Leader Who Calls It Quits

An E.D. Contract

The On-Deck Circle

Building the Farm Team

Chapter 9: You Are the Champions

Bibliography

Index

End User License Agreement.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

1-119-29310-3

OCLC:

975224148