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As federal spending cuts, government policy shifts, and economic turbulence roil the nonprofit world, nearly 90 percent of leaders are worried they’re burning out, according to a new study by the Center for Effective Philanthropy.
To help leaders figure out how to avoid exhausting themselves and their staffs, we turned to Sean Goode, an executive coach, to tackle this topic for our final episode of the first season of Nonprofits Now: Leading Today.
Goode led Choose 180, a Seattle nonprofit that works to keep marginalized youth out of the criminal-justice system, and then took a senior role at the Seattle Foundation before he decided to focus full-time on helping mission-driven executives lead better.
His experiences have led him to challenge many conventional approaches to nonprofit leadership. While experts often say leaders should spend all their time looking ahead, Goode tells chief executives to slow down and focus on the present. He also urges leaders to see themselves as stewards of their organization focused on building for the long haul and not act like owners focused on short-term wins. And he doesn’t think the usual way nonprofits CEOs approach high-net worth donors builds sustainable organizations.
Among his insights:
Curiosity is an essential trait for any leader. Goode says that, rather than declaring solutions, leaders should ask a lot of questions so staff members can offer feedback. He likes to ask his colleagues: “What can we imagine together?”
Recognize the toll it takes when you only focus on what’s new and what’s next. Leaders are often lauded for their ability to see many steps ahead and innovate. But that’s what wears out employees. “When we can’t find safety in the present,” he says, “that can push us at a pace that’s not sustainable.”
Make fundraising about community engagement, not transactions. Both leaders and donors burn out when the only measure of success is how much affluent donors give — not how an organization gets financial supporters connected and involved with a cause. “Stop looking at philanthropy like philanthropy,” he says. Instead, engage grant makers and big donors to see themselves reflected in an organization’s mission.
Being a good CEO is a lot like being a good parent. Goode says his wife offered an important lesson to him when he took on his first executive director role. “You’re not an owner, you’re a steward,” she reminded him. What that means in practice: You’re putting systems and leaders in place who can keep the organization running long after you’re gone, just like parents are preparing their children to be independent decision makers.
For more advice on preventing burnout, check out these article from the Chronicle:
And for more leadership insights, turn to our special report, “Leadership at the Crossroads.”
As we wrap up this season of our leadership podcast, watch your feeds for more from the Chronicle. We’re launching our newest podcast, The Commons in Conversation, on July 1 — starting with insights from philanthropist Reid Hoffman in the first episode, and author Barbara Kingsolver in the second.
Nonprofits Now: Leading Today is produced by Emily Haynes and Reasonable Volume, with editorial direction from Margie Fleming Glennon and support from Kyle Johnson.
