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Writer's pictureChristine Curtis-Carr

Part II: Learning to LOVE Chardonnay: The Power in Choosing Professional Growth as an Executive Director (or emerging leader)

Updated: May 2


LTLC is a three-part blog series that delves into the art of change—personal, professional, and organizational. Part Two takes about eight minutes to read.


Cheers! You made it to the big chair—you are the new Executive Director. You went through rounds of interviews, met staff, and fought hard to prove to the hiring committee you were the right choice. 


It's day one. You are beyond eager. I mean, you got the job of a lifetime. You get to steer the ship, make a massive difference in your community, and get paid for doing so. 


You are doing things, playing big, and my friend, that is very cool.

But there are side effects—real ones. And the sooner you invest in your professional development, the better you will be at riding the Executive Director role's roller coaster. There will be highs, loops, and some steep dips you have never experienced. But this is a ride worth taking—100%.


The truth is that nonprofits are messy, unlike a corporation's typical hierarchy. You’ll soon learn that there are many moving parts, and you may feel like you need to know everything—and do everything.


It’s okay. Take a deep breath. I’m on this roller coaster ride with you!


From my experience, it is crucial to understand your role, what skills you want to develop, and what you want to outsource or delegate.


You’re the big boss now! 


How will you support all of your team members in a way that won’t make you want to guzzle three bottles of wine all at once? 


By embracing your new identity as the leader of your nonprofit and being intentional about the skills that are important to your organization's growth, you will truly become the leader your team needs.


So you've read part one, and hopefully, you’re all cozied up and about to dive into the goodness of this article with a nice big glass of Chardonnay. 


In part one, Learning to LOVE Chardonnay: How Personal Growth Drives Small Nonprofit Success, I discussed how my first experience with Chardonnay kicked off my growth journey. Now, I want to dive deep into the role of an ED and why professional growth and leadership skills are vital to your nonprofit's growth and success.


If you were to take an epic road trip through Napa Valley and sample a few different white wines, you might discover certain wines you love and some you don’t. And that is alright! While trying new wines is essential, chances are you won’t like each one.


What does all this wine talk do with your professional growth journey? As a new ED, you may discover some parts of your job come naturally to you, some areas you might want to learn more about, and some tasks you may outsource to others—otherwise known as delegation.


Learning to lead, and let’s be honest, cause we are drinkin' Chardonnay together after all, and managing people will help boost your overall skill set and position your nonprofit for growth. 


Navigating The Nonprofit Landscape: The Realities of Leading a Nonprofit


Now that you’re strapped in for the ED roller coaster ride, you're climbing up the steep incline, anticipating what that first drop will look like.


Don’t worry; I’m here to give you an inside look into what you can expect in your new role and how your professional development will help you navigate challenges.


Every nonprofit is a little different, but most consist of volunteers, board members (also volunteers), some board members who are more bought in than others on the mission or have the time and energy to give, passionate executive directors, and hopefully equally excited staff, but also some staff who go through the motions, but are perhaps solid at their functions within the organization. 


Let's add in donors (who have varying expectations). Nonprofits must have donors to survive. Then, you have your constituents, the people you serve. As the new leader, you have a mission, people, and money to focus on. So why were you hired? Specifically, you. What are you bringing to the organization that no one else can?


Rolling Along: An Insider's Look Into Challenges You Could Face


Okay, you are rolling along, feeling reasonably confident until you realize you must fundraise 24/7, especially if you want your organization to grow. Remember to schedule coffee with that prospective donor; you must write the speech for the Rotary presentation next week. Did you send those donor receipts? Yikes - is it time for payroll already? The President asked if you could collaborate on an annual report; you love the idea….how will you get that in? Oh no, John just put in his two weeks; okay, it's okay, you can still get that grant in by tomorrow night at midnight. Does it require a Board signature or just ED? Why do they need that much data? Don't they know we are busy over here working? Oh no, Sarah is sick? I can run the school tour at the last minute; sleep is overrated.


You might be thinking, true, but I can handle it. Look at what I get paid to do. Save the whales, help feed hungry kids, run an art museum - whatever it is, right, and that part is super amazing? It truly is!


Let’s say the good news is your nonprofit is both financially stable and well-staffed. Your organization receives the same gifts yearly, but today, a funder who always grants you $20,000 annually has reduced it to $10,000. When you ask why, they say shifting priorities. Huh? Can you elaborate? A board member called you out for not getting ahead of this issue sooner at the meeting, and you think I don’t even know this donor yet, as I've only been here two months? 


Suddenly, it’s been a year, and your board attendance at meetings is down; when you seek advice, it is crickets. Only three board members attended your last fundraising event, and two resigned. But together, you raised over $50K, which is $20K more than last year! The board is thrilled. But you feel like you are doing more and getting less in return. At your interview, they told you the board was very active, and they were the first couple of months. Your staff is coming to you with complaints, and you think, where is this coming from? You start to question, “Is it me? Am I not the right fit?” The answer could be yes or no, but it is likely neither if you give your best.


I see you. I get it. It's okay. 


Now is the time to sip on that Chardonnay and take another deep breath. 


The People Business: Developing Yourself and Building Relationships


People are your nonprofit—PEOPLE. People are your programs, impact, advocacy, heart, and soul. And those PEOPLE include you, and you are charged with leading all of them.


Let's talk about professional development. And I am not talking about a half-day workshop, although I like those too.


  1. If you haven't already, embrace your new identity as the leader of your nonprofit. It is time to stop thinking of yourself as an employee. Are you an employee? Yes, of course, but you are also now the leader. Your value is no longer solely about what you contribute; it is also about the big and small decisions you make to move your organization forward. Alongside the Board President, you are now in charge of leading the non-profit you serve. You must learn to both understand the fray and rise above it. I am not going to lie; this is hard to do. Your “bosses” are so many people, but they aren't even there daily to fully grasp operations, and guess what? They shouldn't be, either. Overwhelmed? 100% normal. Keep reading, but also check out The Little Book of NonProfit Leadership by Erik Hanberg (perfect for small nonprofit EDs).

  2. It is time to be intentional about the skills vital to you and your organization's growth. By doing so, you will truly become the leader your mission needs you to become. 


Go ahead and have another sip of Chardonnay.


Charting Your Leadership Journey: Checking Your Nonprofits Alignment And Crafting Your Skill Set.


Alright, we've delved into the depths of your role and the essence of professional development. Let's discuss the essential skills that will empower you to lead your team and foster your nonprofit's growth.


A non-profit has many evolutionary stages - start-up, adolescent, mature, stagnant, sustaining, dying, or re-evolving (cite: Board Source - Lifecycle Assessment Tool). And just like the growth cycle of a non-profit, as a leader in the non-profit arena, I want to encourage you to meet yourself where you are. Whether at the beginning of your journey, in the messy middle, re-starting at a new level, or near the end of your non-profit leadership journey, all are precisely where you are supposed to be, and all have room for professional growth and impact.  


As a former ED and nonprofit consultant, I’m here to tell you that your professional growth impacts your nonprofit's ability to adapt to both inside and outside influences and lead your team to follow your mission. It is pretty standard for nonprofits to slowly start to mirror their directors' personalities and priorities, so investing in your professional growth will help you both readily see blind spots and uncover new opportunities for organizational growth outside your regular professional comfort zone.


While many young leaders turn to popular leadership books for guidance, throughout my experience, I’ve discovered that many authors will swear that leaders do not get into the nitty-gritty details. I am not refuting their claims; there is some truth to their advice, except that it is unrealistic if you are a small non-profit. What are you supposed to do if you're a staff of three, two or one? You have got to know your non-profit - and I mean all of it.


Step One: Get Organized and Check Alignment


Again, in the non-profit world, especially if you are small, as an Executive Director, you must be able to drive workflow, lead, and manage expectations and results. Otherwise, your organization’s ability to drive change will suffer. 


And where do you even know where to start? Organization, of course!


It is time to get some clarity. You cannot develop yourself if you have no idea where you are. It is like giving tasting notes for a red wine when you drink white wine—it won't match or make sense, and you will lose good staff and board members because they will be just as confused as you are. As a leader, it is time to lead; you cannot do that if you cannot see the road ahead. So where are you now, and where do you want to go? 


Unsure? Just get curious. 


First, where is the non-profit you serve in its journey? Yes, this is about your professional growth, but first, we must check alignment. Treat your non-profit like a small business and learn every aspect—this is not so you can do it all (that is impossible and causes you to drink excessive amounts of wine in one sitting). Get curious to understand how your organization thrives and fails holistically. Oh, and this is messy; no way around it.


  • How do you earn revenue? 

  • Who are your top-performing staff members? What makes them “top-performing” in your assessment?

  • What is everyone spending their time on? Does it align with your mission?

  • Are there old projects that feel like an uphill battle? When did they start, and is it time for something new?

  • Why do your board members serve? Are you still trying to figure it out? Create a board survey and ask them. Their answer might surprise you. Don’t forget to ask them what their dream is for the organization, too.

  • What matters to your donors and constituents? 

  • What is your data telling you? Look at ticket sales, donor trends, profit and loss by program, employee overtime, the number of applicants, book sales, etc. Seek out the patterns. 

  • And WHY are you there? You can have more than one reason.


If you keep hitting the same roadblocks as you seek to understand, then dig deeper. Keep asking why. Once you know where you are, it is easier to see the gaps in your goal. And if you think you don’t have time to ask yourself these questions (although you’re probably right), the alternative to not asking them is burnout at best.


Step Two: Identify and Address Skill Gaps


Now is the fun part! Go ahead, list where you want to improve your skills, and then dig even deeper to discover alignment. How would adding that skill set to your toolbox make you feel—proud, confident, and better able to understand? What else? Here are just a few examples, but the sky is the limit.


  • Communication: Do you want to be able to speak in front of a group, have more precise one-on-one communication with staff and board members, or be able to network like a boss?

  • Financials: Do you want to understand the statement of activities, confidently prepare and present a budget, or just be able to talk to the treasurer and not feel overwhelmed?

  • Time Management: Do you feel like you are working late every day? Are you curious about learning more about managing your time so you are not exhausted or at least get more traction on projects?

  • Workflow: Do you feel like you are doing the majority of the heavy lifting? Do you want to learn how to drive workflow and gain influence so you can get your team to be more efficient and with more joy and results?

  • Is it something else specific to your situation? Write it out without judgment. You heard me; do not judge yourself. 


Consider the skills and how these additional tools would help you lead. How could it help you create greater vision for your nonprofit, buy-in from staff and volunteers, and significantly move the needle for the causes you care about? Tie the specific professional development to your bigger WHY. Will it serve an organizational gap? Help you pitch a new grant? And then again, why? Why does your organization need you to develop this skill now? Deep thoughts, I know, but if you do the work to understand why you must learn and what it means for your total impact, then how you get there becomes way easier to navigate.


Discover the Resources You Need: Tips for You to Continue Your Journey


Let's explore how you can begin expanding your skill set! Your professional growth isn't just about you—it directly influences your nonprofit's growth. Plus, you can adapt to various situations and guide your team per the organization’s mission. That's where the real magic happens!


Networking - Consider joining a professional network, from a service club to an industry-specific one. There are so many online and real-life groups to join. Review your “level up skill list” and then research your best fit. If it is industry-specific, does the network have continuing education or online sessions where you can get to know others or ask questions? Networking does not have to be confined to your geographical location but does not rule out the power of a personal referral from within your community.  


Is there someone you look up to in the same or similar field as you? If so, ask them to coffee and ask for advice.


Search for top performers in an area you want to improve, and if they have a book, read it. Take what works for you and leave the rest. Regarding books, conferences, etc., getting one or two key takeaways is worth investing time and resources in. For my book recommendations, please check out this post.


Short Course or Certification - Give a short course or certification a try if it applies to what you are trying to learn. There are so many free resources available online and in the public library. Check out your local community foundation. Are they offering any upcoming seminars you can join? Is it a technical skill, like understanding Google Workspace? Instead of waiting until you are in the middle of work and have to stop to “figure it out,” set aside an hour in your schedule just to learn. It will make it more fun, too, and take the pressure off. 


This is a reminder from our introduction: people are your nonprofit. PEOPLE. People are your programs, your impact, your advocacy, your heart, and your soul. And those PEOPLE include you.


Find the resources you need to grow professionally so you and your team (which includes staff, board members, stakeholders, and the people you serve) can create a lasting impact based on your organization's short-term and long-term vision. When others feel you are helping them with their dreams and goals, they feel aligned and can better use their skills to help serve the mission. 


Conduct a Self-Assessment* - After researching, look at what you have uncovered and tell yourself the truth. Organizational growth will be the following article, so keep it in mind for now. Even if you are still determining if/what is true, start. Write down what is working, confusing, and frustrating and what brings you the most joy daily. Are you spending the majority of your day handling complaints when what brings you the most joy is meeting with donors? Is it temporary, or is this the role as it stands now? Still, trying to figure out what to make of your results? Work through the following example:


Example Scenario: Do you get anxious when the treasurer asks questions? Okay, why? Get specific and think about the last time you felt that empty pit in your stomach when they asked a question. What was it exactly? Was it because you did not understand the question or language, or was it more profound - their tone, etc.?


Many EDs (because they are high performers/strivers) believe they need all the answers; unfortunately, some board members think they should! (Another topic for another day.) However, taking the time to pinpoint your uneasiness can help you uncover where you need to step up your professional development. And yes, that could include professional development on how to have crucial conversations, which, if you don’t know how to have as a leader, will continue to cause you a great deal of unease, or it could be as simple as a Google search “how to read a balance sheet.”


A Toast to Your Future: Celebrate Your Journey as an Executive Director


Professional growth means knowing who you are and developing yourself as a leader. It is essential for growing your nonprofit. You do not need to be able to execute every detail, just enough to understand what makes your nonprofit run. 


If you need more clarification, start with a self-assessment to understand your skill set, figure out what you are good at, and what gaps need to be filled. Sometimes, you must outsource to other professionals who align with your mission. But outsourcing intentionally and not because you are afraid to try separates good leaders from exceptional ones - you know, the ones who always seem to get excellent results from the non-profits and PEOPLE they serve. 


As an ED, you will answer to many people—your board of directors, committees, and staff. Of course, like the wide variety of white wines out there, everyone you encounter will have a different personality, set of opinions, interests, you name it. To not let overwhelm creep in, you must know who you are and where you are in your professional growth. This will help you learn how to lead from a place of service and effectively drive change.


Raise a glass and toast to your professional growth and the bright future of your nonprofit! Being an ED isn’t easy, but the more you pour (like that full glass of Chardonnay) into your personal and professional development, the more power you will bring to your nonprofit. And that is worth celebrating. 


Author Notes:

My research for this article used the following books and resources: High-Performance Habits by Brendon Burchard; Guide to Nonprofit Leadership by Joan Garry; The Audacity to Be Queen by Gina Devee; Crucial Conversations by Joseph Grenny; Dare to Lead by Brene Brown; Board Source; and The Little Book of Nonprofit Leadership & The Little Book of Boards by Erik Hanberg.


*A self-assessment tool is a test, method, or activity that can help individuals gather information for a self-evaluation. People often design these materials using psychological and sociological research on an individual's personality and social habits; the top tests for these include Myers-Briggs, Strengthsfinder, Keirsey Temperament Sorter, Big Five Personality Assessment, and Holland Code. Some are free, and some require a cost. Please do some research to find the right fit for you. Know that these tests come with a margin of error and should only be used as a tool in your self-discovery process.










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