What Advice Would You Give to Someone Stepping into a Business Leader Role for the First Time?
Stepping into an Executive Director role for the first time is both exhilarating and daunting. Insights from top CEOs and seasoned Executive Directors shed light on navigating this challenging landscape. The article opens with advice on balancing the big picture with daily realities and concludes with the importance of putting relationships first for trust and loyalty. Discover seventeen invaluable insights from industry leaders to help you thrive in your new role.
- Balance Big Picture with Daily Realities
- Invest Time in Organizational Relationships
- Meet with Donors and Key Stakeholders
- Prioritize Time Management and Big Tasks
- Lead Fundraising Efforts Personally
- Listen to Team and Community
- Focus on Vision and Authentic Connection
- Embrace Continuous Learning and Feedback
- Develop Strong Leadership Presence
- Keep Ego in Check, Build Relationships
- Embrace the Power of Listening
- Trust Your Instincts and Avoid Jargon
- Define Vision and Empower Team
- Understand Organizational Goals and Flexibility
- Build Relationships with Team Members
- Invest in Learning Organization's History
- Put Relationships First for Trust and Loyalty
Balance Big Picture with Daily Realities
My advice for new executive directors is to balance the big picture with day-to-day realities. When I stepped into my role, I was eager to drive innovation and set high-level goals. But I quickly realized that understanding the details of daily operations was just as important. You need to know how each cog in the machine operates if you want to drive the organization forward.
Make it a priority to regularly check in with different departments. This doesn't mean micromanaging, but rather staying grounded in the operational side of things. By doing so, you'll make more informed decisions that align both short-term execution and long-term vision.
Invest Time in Organizational Relationships
Transitioning into an executive-director role for the first time requires a nice balance between strategic vision and practical action. My very first advice would be to invest time in relationships at all layers of the organization. Be very active in your teams, listen to them, and understand their challenges. The engagement will help build key insights on the ground that inform effective decisions. Add to that a focus on the mission and values of the organization—make sure each decision is congruent with those tenets. It is not only furthering great leadership, but it helps to make the culture of the workplace cohesive and motivated.
Meet with Donors and Key Stakeholders
I've learned a lot as the Executive Director of Dundas Life, and I want to share some advice. Make sure you set aside time to meet with donors and other important people outside your organization. It's easy to get caught up in day-to-day work, but building relationships is crucial. When I helped raise over $7.6 million for a Toronto insurance startup, I saw how important these connections are. Try to spend about 20% of your time on external meetings. This could be having coffee with donors, going to industry events, or hosting small get-togethers to share your successes. By doing this, you'll keep your organization in people's minds and build a network of supporters. Remember, reaching out to others isn't just extra work – it's a key part of your job as an Executive Director. It's an investment in your organization's future that will pay off in the long run.
Prioritize Time Management and Big Tasks
I've been in the real-estate business for over two decades, buying and selling more than 1,200 houses with NOLA Buys Houses. From this experience, I've learned that time management is crucial for new executive directors. When I first started, I quickly realized that focusing on big tasks and avoiding getting bogged down in day-to-day operations was key. I made sure to set aside time for important things like fundraising and planning for the future. This approach helped our business grow steadily. For example, by dedicating specific times to meet with potential sellers and investors, we were able to close more deals and expand our portfolio. My advice to new executive directors is simple: prioritize your time wisely, focus on the big picture, and don't let small tasks overshadow your main goals. This strategy will help you lead your organization to success.
Lead Fundraising Efforts Personally
My advice for new Executive Directors is to focus on personal fundraising. When I co-founded WebVizio.com, I learned this firsthand. I made it a point to reach out to key investors myself, sharing our vision for revolutionizing digital team workflows. By taking the lead in fundraising, I showed my team its importance and inspired them to join in. This approach paid off—we raised 30% more than our initial goal. The lesson? As an Executive Director, you're not just a manager; you're the chief fundraiser and the face of your organization's mission. Your personal involvement can make a big difference in your organization's success.
Listen to Team and Community
As an executive director, my greatest advice is to listen—listen to your team, your board, your clients, and your community. Taking the time to understand everyone's perspectives and priorities will help guide your decision-making.
For example, early in my tenure as E.D., I struggled with a lack of buy-in from my team on a new initiative. I realized I had failed to solicit their input and address their concerns. After meeting with each team member, the initiative was revised to address their needs, and it was ultimately successful.
Another key is delegating effectively. As an E.D., you cannot do everything yourself. Identify your team's strengths and distribute responsibilities accordingly. Provide clear guidance but then trust your team to execute. Micromanaging will only slow progress and demotivate your staff. Focus on the high-level strategy and direction of the organization.
Stay flexible and open to new opportunities. The landscape is always changing, so regularly evaluate what's working and not working. Be willing to adjust your approach. An open and adaptable mindset will serve you and your organization well.
Focus on Vision and Authentic Connection
As a Vice-President of Strategic Growth with over 20 years of experience, my advice is: focus on your vision. You were chosen because you have insights and ideas to propel the organization forward. Seek input from your team, but don't lose sight of the big picture.
Early in my career, I let others convince me to pursue "trendy" initiatives that lacked substance. We ended up spinning our wheels and frustrating clients. I had to refocus my team on our core mission and values. Now we have a small, dedicated team and are back to driving real impact.
Avoid empty buzzwords and focus on authentic connection. People see through superficial marketing. Stop contributing to noise and be the genuine, thoughtful leader your organization needs. Your role is to push back on misguided ideas and defend meaningful work. If you just want to please others, you're in the wrong job.
Keep things clear and simple. The world has enough cryptic jargon. Speak and write like a human. If it's too clever to be clear, it's not worth saying. Transparency and simplicity will win the day.
Embrace Continuous Learning and Feedback
I believe continuous learning and feedback are crucial for new executive directors. At PlayAbly.AI, I make it a point to regularly seek input from my team and customers. This approach has helped us improve our products and grow as a company. For example, when we launched our latest AI game-assistant, we listened closely to user feedback. As a result, we saw a 30% increase in user engagement within the first month. Remember, being open to learning and feedback isn't just good for you—it's great for your whole organization.
Develop Strong Leadership Presence
I've learned a lot about executive presence as the founder of Atticus Consulting. One key tip for new Executive Directors is to focus on strong leadership. I worked with a client who was struggling to move from managing programs to leading an entire organization. We practiced better communication and time management, which really helped her confidence and her team's performance. The main lesson here is that being an Executive Director means being a leader, not just a manager. By developing a strong executive presence, you can inspire your team, build trust with your board, and help your organization grow. It takes practice, but it's worth it to see your organization succeed.
Keep Ego in Check, Build Relationships
Taking on the role of Executive Director for the first time is a big deal, and it can be tempting to feel invincible. One of the best pieces of advice I can offer is to keep your ego in check. When you step into a leadership position, it's easy to think you have all the answers, but that's rarely the case.
Instead of trying to showcase your authority, focus on building relationships with your team. Take the time to listen to their ideas and concerns. You might be surprised at the valuable insights they have, especially those who are on the front lines every day. Encouraging open dialogue not only makes people feel valued but also fosters a collaborative atmosphere.
Also, don't be afraid to show vulnerability. Admitting when you don't know something or asking for help can actually strengthen your credibility. It shows that you're human and that you value the contributions of others.
Remember that your role is not just about making decisions but about supporting and guiding your team. Celebrate their successes and learn from failures together. When people see you as a partner rather than just a boss, they're more likely to invest in the shared vision.
At the end of the day, managing your ego and prioritizing your team's needs will set a solid foundation for your leadership journey. Embrace the challenge, stay humble, and keep your focus on what truly matters - your people and the mission.
Embrace the Power of Listening
Stepping into an executive director role for the first time can feel a bit like taking the wheel of a high-performance sports car—exciting, but also a little nerve-wracking!
My best piece of advice? Embrace the power of listening. It's easy to jump in with grand ideas and initiatives, but the real magic happens when you take the time to understand your team, your customers, and the nuances of your organization.
Listening creates an environment where everyone feels valued and empowered to share their insights, which can lead to innovative solutions you may not have considered. Remember, your role isn't just to lead but to inspire others to contribute their best selves. Also, don't forget to celebrate the small wins along the way; they can provide a tremendous boost to morale and momentum. In this role, you're not just steering the ship; you're also building a community. Enjoy the journey!
Trust Your Instincts and Avoid Jargon
As a former agency owner, my advice is: trust your instincts. You were chosen for this role because of your vision and leadership abilities. While input from others is valuable, don't lose sight of your own judgment.
Early on, I let my team convince me that "generic" and "trendy" were the paths to success. It turned out to be bullshit. We ended up producing work that lacked heart, and our clients suffered. I had to start over, fire people, and get back to the roots of what made us successful. Now I have a small, dedicated team across the world, and we're back to doing meaningful work.
Also, avoid "marketing" and focus on real connection. People can detect bullshit from a mile away now. Stop contributing to the noise and be the genuine, human voice your customers crave. Say no to "pleasing the client" and advocate for their actual needs. Your job is to defend great ideas and push back on bad ones. If you're looking to be a "yes man," then you're in the wrong role.
Lastly, never out-clever clarity. The world has enough cryptic jargon and buzzwords. Speak and write like a human. If it's too clever to be clear, it's not worth saying. Simplicity and transparency will win the day.
Define Vision and Empower Team
- Define your vision to the team that will manage, so it's clear your final destination.
- Learn about your team members, and then empower them to execute your vision.
- Keep the communication open with all your members, so you can get instant feedback on your plan.
- Listen to feedback and new ideas from your team and end customers.
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Understand Organizational Goals and Flexibility
The first thing one needs when stepping into an executive director role for the first time is a clear understanding of the organization's goals so you can strategize how to achieve them. I was named the first ED in my organization, so it was important for me to apply my capabilities to what was needed right out of the gate.
As early as possible, one should meet with various stakeholders and get their view of what success looks like in year one, so that you have a jumping-off point. Then dig deep into what the longer-term (3-5 years) focus is for your organization. However, even with that knowledge, an ED must be flexible and able to pivot as priorities inevitably change. Remember that you are one very important piece of a whole, so while you may know the best path forward, a huge part of being a leader is knowing when to change course. So have a vision that fits the organizational goals as you assume your new role, but the ability to redirect your energy will be valuable.
Build Relationships with Team Members
I've learned a valuable lesson as Executive Director at Mission-Prep Healthcare. When starting this role, it's crucial to focus on building relationships. In my first month, I made it a priority to meet with every team member. I asked about their work, their goals, and how I could support them. This approach helped me understand our organization better and gain the trust of my colleagues. As a result, we saw a 20% increase in staff satisfaction and improved program outcomes within six months. Taking the time to connect with people and learn about the organization's culture is key to success in this role.
Invest in Learning Organization's History
I took a role as the executive director of a small, regional, nonprofit organization that had great potential, but was in a period of great uncertainty due to an unstable budget, shifting board membership, and an outdated strategic plan—all of which had been exacerbated by the effects of the pandemic on the healthcare and education sectors. This was a daunting challenge, but also an exciting one.
I've learned from experience that every organization is different. Its constituents are different, its mission may be different, and its structure and culture are different. Even among seemingly like organizations, this is true to a great degree.
My advice is to truly invest in learning the organization, its history, and its work. Invest the time to become not only articulate about the organization but to truly understand how it was built, what its assets and challenges are, and how it can sustain and grow. This is best done by listening and by proactively building relationships with key stakeholders, including board members, staff, and strategic partners. Before acting on any plan, get buy-in from others. Build trust in your vision and expertise in leading the organization forward—and ensure others have a voice in what that vision and direction can be. By listening and learning first, building meaningful relationships along the way, you prime the pump for what's next: your ability to lead and to make a positive impact in your role as you grow the organization's capacity to fulfill its mission.
Put Relationships First for Trust and Loyalty
If I could give just one tip to a new Executive Director, it would be to put relationships first. You might be eager to get on board with some changes or vision, but, honestly, your impact will go a long way once you have a team that trusts you. Explore and know who it is you'll be working with—what motivates them and what they can improve upon. This trust will be a treasure when it comes time to navigate challenging decisions.
If you prioritize relationships, you're giving people a place where they are being heard and appreciated. This makes them more likely to come on board with your plans and work well together. It also gives you the invaluable view into how the organization actually operates outside of what is written on the paper. Strong relationships generate loyalty, and loyalty is what will sustain you through the inevitable bumps and bruises of being a leader.
