Running an Under-Staffed Nonprofit: Guidance for Executive Directors Who Wear (Almost) Every Hat
Many nonprofits lack the capital – both human and financial – to hire multiple people for distinct leadership functions. It therefore often falls on the shoulders of the executive director to serve as CFO, head of operations, program manager and development director all at once. Between managing people, delivering services, leading planning, problem solving, managing risk, building relationships, safeguarding the mission, budgeting and raising resources, where should the overtaxed ED’s priorities be in order to be most effective while keeping the organization afloat? Being a “Jack or Jill of all trades, master of all” is a common job requirement for nonprofit leaders. Over time and after tremendous sacrifice, an organization might reach a point where staff is added, but that can take years, and some nonprofits might never get there. As the executive director, how do you avoid burnout to achieve this goal? How do you juggle leadership and management tasks, board and community expectations, and often-shifting priorities? Fundamentally, what should you prioritize and how?
Please join Lynn Ivey as she offers under-resourced executive directors guidance on what key functions to prioritize, how to make the most of limited resources, and ultimately how to propel your nonprofit forward despite its smaller staff.
Just a sampling of what this webinar will cover:
- The importance of regaining balance without losing control
- Determining priorities when everything is important
- Models for restructuring senior leader roles
- Maintaining a big picture focus while getting tasks done
- Finding help when resources are limited
- Strategies for making time for the important things
- Learning to delegate wisely
- Leading with a strong vision for the future
- Growing leaders for tomorrow
- Managing personal impact and effectiveness
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