Everything I Learned as an Internal Education Nonprofit CEO Hire
You’re an education nonprofit leader in your organization and, after a long and very stressful search process, you’ve just been tapped to become CEO to lead this amazing organization that you love into the next phase of its evolution and growth. Congratulations! Deciding to throw your hat in the ring and then ultimately stepping into the chief staff executive role as an internal education nonprofit CEO hire brings great responsibility and a very unique set of advantages, challenges and opportunities.
As someone who’s been through the CEO hiring process myself (as COO at my last organization), I want to share my biggest takeaways, some of which I adopted to a greater degree than others, but all equally important. There are no regrets here, only great learning experiences that I hope will be useful to you and perhaps others in your network.
Keep Things Confidential.
This was one of the earliest lessons I learned. From my standpoint and personal experience, it’s best not to share your intentions to apply for the CEO role with your colleagues. One exception to this rule is when it’s required to provide the name of a current co-worker/direct report as a reference (and in some cases, staff may participate in finalist interviews). I know some people may disagree with this assessment; however, a professional search is a confidential process. Speaking with colleagues (or even volunteers) about your candidacy could be viewed as an attempt to manipulate the process. Don’t risk it.
Lean on Your Network.
While I feel strongly about keeping things hush-hush within your organization, don’t hesitate to seek advice from your extended professional network of colleagues. This process can feel a bit mysterious, frightening, and, at times, lonely. Find people you trust, who trust and believe in you and your vision, and are positive, encouraging influences in your life.
Leverage Existing Knowledge and Connections.
One of the biggest advantages you hold as an internal candidate is your deep understanding of your organization, its mission, volunteer leaders, staff, and the professional community. You’ve seen successes and failures, and (hopefully) you learned from both. As a result, you have a plan that you can articulate based on the reality you’ve experienced and real-time data you have at your fingertips. Don’t be afraid to weave your understanding of the organization’s DNA into a comprehensive but clear vision for the future.
At the same time, check your biases at the door. Making assumptions about where you stand can be detrimental to your chances (I never did, and I think it was a core reason I got the job). Focus on your story; members of the search committee haven’t heard you tell it in your own words.
Prioritize Communication (Especially with Your New Team).
One of the biggest challenges for a internal education nonprofit CEO hire is handling the transition from colleague to supervisor. The team members who once worked alongside you are now reporting to you. Look, in a healthy culture, you’re still colleagues. You’re still a team. But if I told you things don’t change, I’d be lying. You’re now in charge. You set the tone and everyone is looking at you.
If I’m being completely honest, this was the thing I was most worried about from the beginning. Add to this the fact that I was a young(ish) first-time CEO. It was clear that I needed a solid communication strategy. I met with each member of my new leadership team one-on-one during the transition. After that, I met with every member of the staff one-on-one in the first month and a half. During these meetings, I did my best to enunciate my vision, my decision-making philosophy, and asked my staff what they saw as their/our biggest challenges and opportunities. I reached out to members and stakeholders in the profession and made sure I listened. In the education space, you can’t have success without trust and I was intent on starting strong in this department.
Balance Innovation and Legacy (At Least Out of the Gate).
There’s a natural inclination to want to immediately put your stamp on the organization and make immediate changes. There’s no shame in that. My advice, however, is to temper that instinct.
Education non-profits and membership organizations have long, storied histories dotted with rich tradition and beloved institutions. In my situation, I was following a beloved, well-respected figure in the field and someone to whom I owed a lot for my success. I tried to be intentional in the way I balanced honoring the past with looking toward the future. While honoring these legacies is important, it’s crucial to strike a balance with innovation, empowering your team at every turn. Make time to celebrate victories, small and large. You may be in charge, but you can’t do it alone and you can’t do it all at once. Through it all, make sure your organization’s mission and core values are your guiding light.
Final Thoughts
I’ll be honest. When I got the call that I had been selected to become a chief staff executive of a national membership organization for educators—an organization I had served the previous eight years—I was grateful for the opportunity and, at the same time, a bit overwhelmed by the enormous responsibility. Thankfully, I had a plan, a strong support system, a bit of humility (don’t underestimate the role of humility), and an eye on the mission.
One final piece of advice: As an internal education nonprofit CEO hire, take advantage of all the great resources out there geared toward nonprofit leaders (my first place to go is usually ASAE, but there are many others), whether it’s professional development conferences and events, professional learning communities, or any other networks that can support you in your new role. It can be extremely empowering to meet others who can empathize with you and provide concrete advice. All that’s left now is to lead!
Howie Berman, MA, CAE is a principal and co-founder of Learning Curve Partners, an independent consulting group which connects and empowers educators and education organizations to be leaders and lifelong learners in pursuit of their missions. Learn more at learningcurvepartners.com and follow this blog for more thoughts on the education space.
