I recently read an article online that talked about how employees rate their CEO’s, and the article talked about the key areas that the CEO is measured in. The article, from 247wallst.com evaluated these 4 areas:
*How well they ran their company
*How well they represented their company to the public
*How well they got along with employees
*How executive salary creates resentment among employees
The article went on to say that in some cases, CEO’s didn’t do well in these areas, and it showed in the company’s bottom line. There is a correlation between the perception of CEO’s and the effectiveness of the company.
This article got me thinking…
When we’re talking about non-profit organizational leadership, is there a correlation between the effectiveness of the organization and the perception of the key leader?
I would venture to say YES, however in this space, I want to take some time to talk about ways to address these 4 issues within your organization, so let’s transfer these 4 factors into the non-profit leadership world:
#1) How well they ran their company
Leaders should be evaluated with their effectiveness as a leader. We need to do our jobs to the best of our abilities, and when we’re in over our heads, we need to ask for help! This is a great evaluation tool for leaders: just look at the outcomes! Sometimes, in the non-profit world, we justify ourselves by saying that we’re “doing good” or we’re “being charitable” so for that reason we don’t have to work as hard or we don’t have to evaluate.
My perspective is that for this reason, we should evaluate more! We work with people. We rely on people’s generosity to do our work. Evaluation should be a part of our everyday conversation, and excellence should be our goal in all aspects of our organization.
Run your organization with pride, with excellence and with ownership. We are evaluated as leaders by how well our organization is doing and how well our people are doing.
#2) How well they represent the company to the public
Your reputation is important. Your organizations purpose and passion, your vision and strategy, and also your personal leadership values all help to communicate this public image. Don’t take this lightly. Do the work to build your reputation in the community. Give people a reason to speak highly of you and your organization.
Lead with integrity. Be accountable. And be sure that everyone in your organization understands the importance of this.
#3) How well they got along with employees
As a leader, invest the time in building genuine and significant relationships with your staff members, your employees, your leadership team and your board. When you build these relationships, people work harder, people support the vision better and you build trust. Don’t isolate yourself from your team members, and even though this takes time, it’s really important.
This doesn’t mean that you become “best friends” with everyone on your staff, but in developing a real relationship and connection with your team, you will be more approachable and your team will support you better!
#4) How executive salary creates resentment among employees
You might think that this is only a “company” issue, but in the non-profit world, this is true as well. If you are the leader, be open with your finances. Don’t take advantage of people because of the charitable focus. Pay people what you can pay them, and communicate this up front. Don’t play games and when people ask you, don’t string them along, but tell them the truth.
When you are open and honest about organizational finances, your staff will catch the big picture, and they’ll help you figure out how to get there. Remember, lead with integrity in all areas.
As a leader, you determine how your success will be measured. In fact, plan for this and communicate it; don’t make people ask!
Try these things in your organization and with your staff.
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