Successful Nonprofits Podcast

A staff member unhappy with one of your decisions skips you and goes straight to the board chair. If the chair entertains it, your ability to lead takes a hit that is very hard to repair. In this episode I share when this happened to me as a chief executive, as well as what I've learned about responding in a way that strengthens the organization's effectiveness and my leadership. I also cover four ways to future-proof your organization, from a written plan with your board chair to a validated staff engagement survey, and four traps that look like solutions but aren't. Chapters: 00:00 When staff go around you to the board 01:24 The three moments it tends to happen 02:38 The first time: brought in to right the ship 05:47 The call on the last night of the conference 09:34 The second time, and my resignation 10:46 The third time, as an interim executive director 15:09 Three meetings to repair the damage 20:37 Four ways to future-proof your organization 26:07 Four traps that look like solutions 29:13 Homework, and what to do if it is happening now This episode answers the following questions: What do I do when a staff member complains about me to the board? Should my board chair meet with my staff without telling me? How do I stop employees from going around me to the board? When should staff go directly to the board of directors? How can a nonprofit board measure staff morale without undermining the executive director? Should my nonprofit use a 360-degree evaluation to evaluate me as executive director? What do I do when my board chair has undermined me with my staff? Links mentioned in this episode: Gallup's Q12 Employee Engagement Survey: https://www.gallup.com/q12-employee-engagement-survey/ Curious about executive coaching or board retreat facilitation? Email me using the contact form Subscribe to the newsletter and join a live podcast recording: https://successfulnonprofits.com/newsletter-signup/ Looking for more? Check out these other amazing episodes: Stop Being Your Team's Referee Building Strong CEO-Board Chair Relationships with John Fulwider The Supportive Board Chair with Monica Khant Join the live virtual audience for podcast recordings (and bring your question for the Q&A). Topics, guests, and times are announced in my newsletter, and you can sign up at this link: https://successfulnonprofits.com/newsletter-signup/

A staff member knocks on your door and asks you to settle a disagreement with a coworker. Saying yes feels good, and it is one of the few things in your week that ends cleanly. It also teaches your team to bring you every dispute, and it pushes the fundraising, board, and strategy work that only you can do into your nights and weekends. In this episode I walk through escalate together, a practice I draw from Kim Scott's Radical Candor and use in every interim executive director engagement. Staff make a good faith effort to work it out themselves, and if they are still stuck, they come to me together. I cover how to set up the room, the two questions I ask once everyone sits down, the issues that belong in formal channels instead, and what to do about the frequent flyer who has escalated with eight different colleagues in a year. You will also hear what happened when I rolled this out on my first day at an organization with a long history of instability, and a team member knocked on my door about 90 minutes later. This episode answers the following questions: How do I stop my staff from bringing me every disagreement? What do I say when an employee complains to me about a coworker? Is it the executive director's job to mediate conflict between staff? How do I get my team to resolve conflict without me in the room? When does a staff complaint go to HR or an attorney instead of to me? How should a nonprofit CEO handle an employee who has conflict with everyone? Does any of this work with a fully remote team? How do I roll out a new management practice to my board chair and my staff? Links mentioned in this episode: Radical Candor by Kim Scott: https://www.radicalcandor.com/the-book (also on Bookshop.org) CEO Excellence by Carolyn Dewar, Scott Keller, and Vikram Malhotra: Bookshop.org The Netflix culture memo, where the team and not a family framing comes from: https://jobs.netflix.com/culture Curious about executive coaching, including the coaching library I send new clients? Contact me. Subscribe to the newsletter and join a live podcast recording: https://successfulnonprofits.com/newsletter-signup/ Looking for more? Check out these other amazing episodes: Conflict Can Be Good for Your Organization with Nate Regier The First Four Words: Starting Conversations with Confidence with Tucker Miller Timeless Tips for Working with Difficult People with Jody Foster Join the live virtual audience for podcast recordings (and bring your question for the Q&A). Topics, guests, and times are announced in my newsletter, and you can sign up at this link: https://successfulnonprofits.com/newsletter-signup/

Most executive directors put off planned giving because it feels like a time consuming and expensive project that requires a consultant, a gift acceptance policy, board training, a recognition society, and more. And after investing so much into planned giving, you won't receive a gift for years. Tony Martignetti has spent 29 years proving that belief is just not true. In this episode he walks us through his three-step, one-week launch; explains why three or four top prospects is a real planned giving program; and dismantles the objections that keep chief executives from closing the simplest gift there is (and the easiest one to ask for). We also get honest about what stewardship of your planned giving donors actually costs. If you are the CEO who wears many hats, this is the fundraising conversation that pays off long after your current grant cycle closes. This episode answers questions like: How do I start planned giving without a development director? Do we need a gift acceptance policy before we can ask for bequests? How many planned giving prospects can an executive director realistically handle? How do I identify planned giving prospects? When do I tell my board about a planned giving program? Is planned giving worth it for a small nonprofit with a tight budget? What do you say to a board member who is worried about a donor leaving us property we'll never be able to sell (like a toxic waste site)? How do I steward and cultivate planned giving donors over the long term? Links mentioned in this episode: Tony's book, Planned Giving Accelerated, plus a free chapter: https://plannedgivingaccelerated.com/ Planned Giving Accelerator: https://plannedgivingaccelerator.com/ Tony Martignetti Nonprofit Radio: https://tonymartignetti.com/ The Millionaire Next Door by Thomas J. Stanley and William D. Danko: https://bookshop.org/p/books/the-millionaire-next-door-the-surprising-secrets-of-americas-wealthy-thomas-j-stanley-ph-d/d2115bc2d7f2d07c?ean=9781589795471 Subscribe to the newsletter and join a live podcast recording: https://successfulnonprofits.com/newsletter-signup/ Join the live virtual audience for podcast recordings (and bring your question for the Q&A). Topics, guests, and times are announced in my newsletter, and you can sign up at this link: https://successfulnonprofits.com/newsletter-signup/

If you're in the chief executive seat long enough, something will eventually go wrong. A cash-flow crisis, the loss of a key funder, a serious audit finding, critical news coverage, or an on-site disaster can test both your leadership and your relationship with the board. In this episode, I lay out a practical way to deliver bad news to your board without creating a second crisis. I share who to tell first, the six questions your written board update must answer, and how to structure an emergency meeting so the loudest board member does not control the conversation. You will also learn when to stop weekly updates to your board and how to conduct a post-mortem after the issue is fully resolved. The central lesson is simple: bad news does not break trust, but surprise, avoidance, or inaction will.

If you are a CEO responsible for moving your mission forward in a polarized environment, this conversation will sharpen how you lead. Your ability to communicate with people who don't share your or your nonprofit's values and views can determine whether your organization gains traction or stalls out. In this episode, I speak with consultant and former executive director Chandra Brown about how leaders choose words and framing that build alignment with board members, donors, policymakers, and community stakeholders. You'll hear a real-world example of a messaging misstep that backfired and what it reveals about how different audiences interpret the same issue. You'll walk away with practical ways to communicate across political divides without compromising your values. This episode answers the following questions: How do executive directors communicate with stakeholders who disagree with them? How can I get board members or donors to support an issue they're skeptical about? What's the best way to talk about controversial issues without alienating my supporters? How do I build alignment across my nonprofit's politically divided constituencies? How do I prepare for conversations with policymakers who oppose my position? Links mentioned in this episode: Influence Advocacy (Chandra Brown). Influence Advocacy and Chandra can give your issue a helping hand using data driven strategies that support your issue campaigns.