Reading Bill Murphy Jr.’s article for Inc., If You Can Honestly Say Yes to These 5 Questions, You’re a Much Better Leader Than You Think, gave me pause. My answers to these questions went beyond a simple and straight-forward “yes” or “no;” they prompted a self-assessment of my strengths, recent areas of growth, and where I still have room to improve.
These are the three questions from the list that stood out the most for me:
1. Do you know how to delegate?
This is where I’m currently working to improve. I ask myself these three questions daily:
Is this the best use of my time? Is it important to our client that I be the one to do this task? Am I better at this than others on my team, or in my network?
If the answer to any of these is yes, I continue forward. If the answer to any of them is no, then I either delegate or at least ask for help! I also like Bill’s distinction between simply delegating tasks and delegating them effectively. Equipping my team with clear objectives and deadlines sets us up for success as a whole.
Here’s a truth that many of us face as women leading businesses or nonprofits: people sometimes underestimate what we’re building. They may see the results without knowing the work that goes into it, or worse, they may assume our efforts are just “small” projects rather than real, meaningful work.
Leadership transitions don’t have to feel overwhelming or rushed. By taking the time to assess your needs, engaging an objective perspective, and broadening your talent pool, you can make decisions that set your organization up for long-term success.
Leadership transitions can make or break a nonprofit. Many boards, focused on familiarity, miss the chance to innovate. Acme Social Service Agency and Think Forward Association both faced crises by replicating the past or hiring for prestige rather than practical skills. These cases highlight the need for objective, forward-thinking leadership to navigate change and secure long-term success.
I remember one lady specifically who lived down street. After the third or fourth weekend in a row we went around collecting cans, she started preparing for us. Each Saturday she saw us walking down the street with our wagon, she would run inside and come out with a tons and tons of cans - almost a whole wagon full!
Through the process of meeting so many of my neighbors, I honed my skills on how to approach criticism. I developed a process to listen to and respond to complaints in a positive way.
Like many new nonprofit managers, I had to go with my gut. As a new 20-something manager whose instincts weren’t fully developed and who didn’t have many examples of good managers, I didn’t have the greatest success. Fortunately, I’ve grown a lot in my 25+ year career in nonprofit leadership.
As a board president, your invaluable experience and insights can significantly impact the future success of the organization, but only if that knowledge is effectively transferred to your successor. In this blog post, I'll share practical strategies and advice to ensure a seamless transition as you pass the baton to the president-elect.
A topic that has been coming up a lot lately in my conversations is one that is prominent throughout the book the E-Myth, by Michael E. Gerber. It’s the concept of the tension and difficulty found between spending your time working “on” versus “in” your organization. While the E-Myth is focused on the “Entrepreneurial Myth”, I think it’s important to recognize that it also has implications for nonprofits.
If we want to get different results than we are getting today, we have to change our habits, and in order to change our habits, we have to change our actions. In order to change our actions, we need new and different thinking, and in order to start thinking differently, we need to gather new information.
2. Do you respect people’s time?
This is my most recent area of growth. Although I still have room for improvement, I now try to keep the author’s final point in mind: time is the only 100% non-renewable resource, and employees respect bosses who respect their time.
3. Do you have a sense of humor?
This is where I am probably the most competent! I learned to have a sense of humor, especially when things get rough, from great leadership examples like Beth Karnes Huffman, CPA. Having emotional balance and celebrating wins – even celebrating losses because of the lessons that can be found in them – goes a long way with my team.
What does your self-assessment as a leader look like? What are your strengths? Where have you grown the most? Where can you stand to improve? I encourage all leaders to check in with themselves on these and the article's other points periodically. Self-assessment is a great method to monitor continual growth in your leadership abilities.
By the time the board chair called, the transition was already off track.
The executive director had given notice. The board rushed to post the role. The staff were nervous. Donors were asking questions no one felt ready to answer.
On paper, they were “in process.” In reality, they were stuck.
Hiring and supporting the executive director or CEO is the single most important job your board will ever do. A smooth executive transition requires preparation, clarity, and honest decisions about what your board can handle on its own.
We’re thrilled to share that Tauhric Brown joined Bauer Family Resources as CEO this fall.
He brings more than 35 years of cross-sector leadership experience and a deep commitment to systems change, strategic growth, and mission-driven innovation.
Hiring for development is different. Development staff directly impact donor trust, fundraising pipelines, and revenue. A strong hire can deepen relationships and sustain momentum, while a poor hire can damage connections that took years to build and create costly turnover. Interviews are the best chance to see beyond a polished resume to how a candidate thinks and builds lasting donor relationships.
Saying no is often hard, especially when I care so much about the work I do and the community I live in. But I have learned that if I don’t set an intention for my resources in advance, it’s easy to overcommit. And, when I overcommit, then I deplete my resources. It’s the law of diminishing returns.