How successful Nonprofit Chief Executives Should Operate

How successful Nonprofit Chief Executives Should Operate

By: Eugene Fram

Successful nonprofit chief executives, like those in the commercial positions, should  share similar perspectives and beliefs.  Author Jeff Haden  writing in the June 25th issue of INC Magazine. about for-profit executives suggests, “9 Beliefs of Remarkably Successful People.”  Following is his list and how I see how his ideas may apply to  chief executives of nonprofit organizations

1.    Time doesn’t fill me. I fill time. Don’t procrastinate.  Every CEO knows that a monthly board agenda and board books need to be out on time. Set aside a time at least 10 days ahead of the meeting for setting these onerous projects in motion.  Then take the time before meetings to meet with directors individually.

2.    The people around me are the people I chose.  “A” players hire “A” players.  Make sure that you, as a CEO, are at the top of the your game.  This will help attract “A” players.

3.    I have never paid my dues. Keep current in your field. Assign yourself a field project every year or two. Never be too senior to take over a middle level activity for an interim period.

4.    Experience is irrelevant.  Accomplishments are everything. The processes an executive has handled in he past means little.  Instead of 20 years experience a person, can have one year of process experience 20 times.  In the 21st century, it will be the outcomes of the CEO’s efforts that count. Yes, luck can help, but vision and learning are still prime ingredients.

5.    Failure is something I accomplish; it doesn’t happen to me. Quickly acknowledge failures, learn from them and move forward.  Be alert to what others are doing.   Chinese proverb: A wise man learns from his own experience, a wiser man learns from the experiences of others.

6.    Volunteers always win. Make certain, as a CEO, that you volunteer for outside activities.  It can be an important key for fund development.

7.    As long as I’m paid well, it’s all good. It can’t be that good in the future, if there is no future planning and generative thinking involved.

8.    People who pay me always have the right to tell me what to do. In the nonprofit arena, the board pays the CEO, but s/he must consider all stakeholders when making decisions.

9.    The extra mile is a vast, unpopulated wasteland.  Be ready to respond all stakeholders 24/7!!

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