Every new leader faces challenges. But for those who are breaking barriers within their organizations, the challenges are even more pronounced.
These new leaders must find their footing and navigate cultures that either overtly or subtly remind them that they are different, whether they are the first person of color, first woman, or first openly LGBTQ person to serve a prominent role within an organization.
Long before they moved into the C-suite, these leaders spent years preparing mentally and emotionally for the challenges they would face.
The good news is that we now have enough examples of trailblazing leaders to begin to see patterns. Their examples provide a blueprint, and emerging leaders who want to do the same should take these four steps.
1. Build a strong support network. Being the first at anything is a lonely pursuit. Those who succeed build strong support networks inside and outside of the organizations they lead. They forge tight bonds with peers in other organizations — and they take deliberate steps to support and nurture those who work for them.
Failure to do so can have dire consequences. We can all point to examples of nonprofit leaders who thought they had all the answers and could force organizations to bend to their will. These stories often end badly, and such events can set an organization’s progress back for years.
2. Commit to having influence, not power. When you’re a high-level executive, your actions often leave a lasting imprint on your organization. So how you lead really matters. This is especially true for people from underrepresented backgrounds.
You can try to lead with an iron hand, or you can choose to work in true partnership with your employees, your board, and others. You can help them see and appreciate new perspectives and approaches — and be open to new ones yourself.
The “my way or the highway” approach often brings quick, but temporary, results. Taking a more deliberate tack — one in which you build relationships and trust — may not produce quick wins. But it will set you up for long-term success and will leave a more positive imprint on the organization once you leave.
Take time to get to know people in your organization. Show them you have their back. Long-term success isn’t about wielding power. It comes from building — and sustaining — influence.
3. Give yourself permission to express your emotions. There will be times when you hear or experience something from a board member, donor, or employee that makes you feel angry, frustrated, or isolated. It’s important not to bury these feelings and let them build up. Instead, give yourself permission to experience your emotions and to work through them.
Long-term success isn’t about wielding power. It comes from building, and sustaining, influence.
This is why your support network is so important. There will be times where you need to lean on your friends and allies — to bend their ears and get their encouragement and support.
4. Have courageous conversations. When you hear or experience something that upsets you, it deserves to be discussed. Turn it into an opportunity to challenge and educate. Often you can play a role in helping those around you better understand a perspective that is unfamiliar.
For instance, if you’re a woman and a board member says something sexist, don’t be afraid to have a conversation.
It’s not easy to say, “I feel like what you’re saying is sexist, and here’s why,” or “I feel like that’s an unfair judgment about a particular community, and here’s why.” But doing so is critical if you’re going to make a lasting impact on the organization.
Being a leader who is new to an organization can be daunting — especially when you are attempting to foster a more equitable culture.
But it’s far from an impossible task.
We’ve had the pleasure of watching a number of impressive individuals step into leadership roles at nonprofits and foundations and achieve exceptional results.
Leaders such as Michelle DePass at Meyer Memorial Trust, Kiran Ahuja of Philanthropy Northwest, Judy Belk at the California Wellness Foundation, and Shanaysha Sauls at the Baltimore Community Foundation are living examples of what’s possible.
They are successful not just because they are smart, talented, and ambitious but because they have some combination of these traits. If you’re an aspiring leader, these are the models to follow.
Vincent Robinson is the founder and managing partner of the 360 Group, an executive search company that places leaders at nonprofits and foundations.
