What's your best role strategy?

• DOI: http://doi.org/10.1002/ban.30526
• Published date: 01 September 2017
• Date: 01 September 2017

September 2017 • Volume 34, Number 1 5

DOI 10.1002/ban© 2017 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

Hear from stakeholders, staff and board

when you take a new job

Executive Director Karen McCleod (Paines-

ville, Ohio; kmcleod@extendedhousing.org) has

three-pronged advice for the new CEO: Divide

your time between community members, the

board and staff.

“Meet key community stakeholders for an

introduction—listen to what they have to say

about your new organization,” said McLeod.

“Meet with individual board members and have

a list of questions for each of them.”

With board members, ask questions such as:

• How did you come to join the board?

• How has your experience been?

• What do you enjoy about being a board

member?

Then take stock of your staff, McLeod said.

“Take an assessment of HR—are there 30-, 60-

and 90-day reviews prior to completion of the

orientation period for new employees? Are job

descriptions thorough, and do staff have goals

that they are measured by?”

“I would advise an inexperienced executive di-

rector to not move too fast—take things in,” said

McLeod. “Study the agency’s strategic plan—is

there a timeline attached to the goals? Take

time to understand the lay of the land with the

community, board and staff.”

Summarize after this information-gathering,

McLeod said. “Then write down what you think

are the immediate needs, short-term and long-

term goals,” she said. “If they line up with the

plan, great! If not, ask for a meeting with the

board’s governance committee to share your

insight and seek clarification.” ■

What’s your best role strategy?

I did a mini survey of nonprofit execs ask-

ing them for their best idea for teaching board

members their role. I really liked this response

from a New Jersey CEO and wanted to share it

with you:

“I don’t invite them to give input on manage-

ment decisions,” he said. “I focus on governance,

policy, and fundraising in my communications

with the board. I tell them stories and provide

data regarding our services in my communica-

tions with them, while committees and action

items are in their area of responsibility.” ■

Do you have an employment contract

with your board?

You might be surprised to learn that in the

B&A readership those CEOs who work under an

employment contract do so for less money.

They earn about $9,000 less in pay annually

on average according to the chart below. These

data come from Board & Administrator’s annual

Survey on Nonprofit Executive Compensation,

conducted late last year. ■

Percentage Avg. Salary Median Salary Board Size Years of Experience Years in Current Position

Yes 30% $112,333 $105,000 11 28 17

No 70% $121,579 $132,536 14 29 18