Managing Up: Nonprofit CEOs Share Leadership Advice With ProInspire’s Management Fellows

By Kate Perry, ProInspire Intern

Last month, ProInspire’s 2015 Spring Management Fellows had their final workshop. The workshop included a CEO panel with leaders of three nonprofits based in the DC region:

• Ellie Hollander, President and CEO, Meals on Wheels America
• Janaye Ingram,  National Executive Director, National Action Network
• Adam Levner, Executive Director, Critical Exposure

During the discussion, the panelists shared a range of stories and advice about handling difficult bosses, “managing up,” & their diverse management styles. Here are the highlights.

1. Paths to Leadership

Each panelist took a different road to get to their current management positions. Janaye Ingram emphasized the role of personal relationships & strong communication skills in getting ahead. Adam Levner started his nonprofit to fill a need in the community that he discovered when he was a teacher. Ellie Hollander took a circuitous route to the top. She worked in a variety of departments at several different nonprofits, always trying to fulfill unmet needs with the goal of making the biggest difference possible.

2. Role of Feedback

All three speakers said they welcomed feedback from their managers and that communication is always helpful. Adam Levner suggested framing feedback so that it is constructive instead of confrontational.

3. They depend on their managers

When managers troubleshoot, it strengthens the whole team. Janaye Ingram called her managers “her eyes and ears,” and everyone agreed that they trust and rely on them to express their people’s needs. Ellie Hollander added that she tries to have a standing weekly meeting with her managers in order to stay connected.

4. Context is Key

Give staff context for what you’re asking them to do. Everyone works better when they understand larger goals to work towards and see themselves as part of the big picture.

5. Flexibility

Management training can’t prepare you for everything! Styles change in different jobs. Listen to the people that work for you and accept the unique qualities and personalities of your employees.

6. Transition to High Levels of Management

Advancing to higher levels of management means you can raise issues and then make decisions much more quickly. But the role brings new challenges; the difficulties of managing a small team are magnified and it can be hard to streamline efficiency. Managing leaders is a different experience than directly managing a team, which requires flexibility. Also, as you move up in an organization, often what attracted you to the work isn’t as much a part of the work.

7. Working with Difficult Bosses

Be proactive and ask lots of questions. Getting to know your boss’s style and then adapting to it will improve the relationship.

8. Likability

Two stories from the panel focused on issues new managers face with being firm and worrying too much about likability. The panelists emphasized that being respected is more important than being liked. Sometimes you need to be the enforcer.

Final words of advice

Ellie Hollander advised the fellows to be realistic and focus on a couple goals at a time. Always be proactive and always be responsive. Janaye Ingram said, “Be clear about your goals. Be more compassionate and understanding with your colleagues and managers.” Adam Levner emphasized the importance of managing up and open communication. Hire people you’ll work well with!