Growing your Power as a Young (and not so young) Nonprofit Professional

I was recently asked by a young colleague for parting advice, as I was leaving my nonprofit managerial position. What should she focus on to advance her career? she asked.

I’ve spent over two decades working with women like her; talented in ways they don’t appreciate and with potential to lead, that is too often unrealized. Some have gone on to scale great heights in their careers, rising to the helm of social change organizations with far reaching impact. Others have gotten in their own way, being stuck too long in the same position, denied recognition for what they have to offer. Some women have risen above the all-too-common obstacles of sexism and ageism to assert their own unique leadership style, while others have faltered.

My colleague’s question provoked my thinking about what distinguishes these two groups from each other. Though the factors for success obviously vary according to the organization and content area, the ones that transcend specific settings include excelling at the art of communications, taking responsibility for one’s learning, and prioritizing self -care.

So here is what I advised her.

Clear, direct and relational communications

Speak up unapologetically. Trust that you have something of value to add to almost every conversation. Try to avoid qualifiers like “maybe” or “if that makes sense.” Do not end your sentences tentatively, posing a question rather than confidently stating your opinion (Up-speak anyone??) If you have a pattern of sitting through multiple meetings without speaking, find ways to make your voice heard.

Equally important, cultivate great listening skills. Listen with an open heart and mind. Try not to focus on prepping the next thing you’ll say or critiquing your last comment. Listen to others as you hope they would listen to you. Sharing a reflection on something you heard a colleague say, even after a meeting, is always noticed and appreciated.

Be curious about topics and work areas outside of your own portfolio. Ask great questions. Almost everyone likes to be asked questions about themselves (even people more senior). It demonstrates that you are listening thoughtfully and that you find them interesting. Inquiring about other aspects of your organization’s work shows that you see yourself as part of the larger mission, one to which you are fully committed.

Choose your communications platform wisely! Email is great for taking specific steps on joint projects, scheduling, and asking quick questions. But if you are spending significant time composing the perfect message, chances are that email is the wrong medium. Go ahead and write what you want to say — but then keep it as a draft that you never send. Instead, pick up the phone or ask for a time to talk. Email simply cannot convey nuance, so using it to relay high stakes messages is a mistake. You are likely to come across in a way you didn’t intend and to regret sending it. Actual conversations are always better. And if the prospect of talking directly scares you, find someone to rehearse with (see section below on choosing mentors!)

Taking Responsibility for your own learning.

Get to know how you learn best and what it will take for you to succeed. Pay close attention to what you need to succeed. What is the most effective way for you to hear feedback? What do you need from others to be at your best? Use what you know about yourself to approach every aspect of your work, including how you manage your time and space. Be sure to communicate all of this with your supervisor and teammates. A self- aware supervisee and teammate tends to be a highly valued one!

Be clear on what you most want to learn and hold yourself accountable to learn it. This could be a skill you don’t yet possess or an area of strength that you want to enhance. What specifically do you want to learn? How will you learn it? What time will you devote to it and who you can learn from? As you picture where you want to be professionally in six months, a year or ten, what competencies will you need, to have an impact on the issues that matters most to you? What will help you develop your talents into indispensable assets for your — or any — organization’s success?

Strategically select a few mentors; people who speak, act, and hold themselves in ways you admire. Ask for some time with them. Yes, experienced people are busy and have full plates, but they often find it gratifying to have a young professional seeking their guidance and they may be energized by the opportunity to mentor someone earlier in their career. Choose a few people, ideally corresponding to each area where you want to grow. Perhaps an expert negotiator or a great strategist? Someone with great emotional intelligence? Or focus on people with specific content knowledge relevant to your work — about budgeting or finance, communications, or something else. Just be judicious in what you ask of them, and how frequently you ask. I know I’m not alone in being open to getting calls from people committed to their own growth, with specific questions, who are clear about the input they want.

Understand that a thick skin can be your best friend. If you’re getting feedback that’s hard to hear, know that it may well be because the person delivering it, considers you someone with great potential, and worth investing in. It’s not likely that they’d bother giving you detailed notes if they didn’t think you have the potential to be great. Important caveat: no one giving feedback should ever do so in a way that is disrespectful or demeaning. If that is your consistent experience at work, do not feel compelled to “tough it out”. Take steps to address the inappropriate behavior or consider moving on.

Self-care: prioritizing your personal as well as professional needs

If you hope to sustain yourself over the long- haul in mission-driven nonprofit work, you’ll have to find a way not only to fulfill responsibilities at home and at work, but to derive joy and meaning in both settings. That means setting boundaries, allowing you to be fully present at home, as well as at work. Limit email and other work communications to predetermined hours, except for ACTUAL emergencies.

Avoid the trap of competing for “hardest working” or “most devoted” worker in your organization. The people who make a point of telling everyone about the long hours they keep, or how long it’s been since their last vacation, are seldom the ones who garner the most respect or get the most done.

Figure out what uniquely restores and refreshes you and schedule those activities (or non -activities!) in as you would a work obligation. Take the vacation time you are allotted and tune out when you do.

Finally, when you get to the point where you no longer feel challenged or fulfilled at work, that you are no longer growing or progressing toward your professional goals, trust that any real mentor/supervisor will want to champion you finding your next opportunity.

Nahma Nadich is a Leadership Coach and Consultant with a background in social work, and nonprofit management. She loves working with talented young professionals to realize their potential. To learn more or sign up for a free 30-minute consultation contact me.