10. Ambassador Executive Director
Setting the culture while saving the world
When studying leadership in Dr. Burrows’ Leading People and Organizations class, I was pushed to further define what makes an effective leader by interviewing 10 leaders and writing an extensive paper on my learnings. There were three working theories that came out of that project that I want to weave into my last three articles on lessons learned in nonprofit leadership. My theory was that inspirational leaders share three fundamental traits — brave, on a mission, and driven. I had the distinct honor of interviewing Senator Wendy Davis among other notable leaders, which inspired my first believed trait that is synonymous with advocacy and being an ambassador — bravery.
According to the American Heritage dictionary an ambassador is defined as “a diplomat of the highest rank accredited as representative in residence by one government to another.” Being a nonprofit executive director (ED) is a political position. The ED or president lives and breathes the mission of the nonprofit and is serving as an ambassador in many capacities.
It takes passion to be a never-ending spokesperson for the cause, but when you believe in it you barely even notice how much you are serving as the chief ambassador. After watching Shouting Down Midnight I was reminded of how much Wendy Davis has been a fearless advocate for women and reproductive rights, an ambassador for her nonprofit Deeds Not Words, all while demonstrating bravery in the face of hostile opposition.
As ambassadors for the organization, EDs are armed with technical expertise and data based science and facts, that they can recall on the edge of a moment. When someone says your nonprofit’s name the ED should be the second thought. They are the leader, living elevator speech, and in some cases life force behind every functioning nonprofit.
Here are some of the ambassador roles an ED of a nonprofit takes on:
Ambassador for the Team
As the ambassador of the team it’s up to you understand the needs and strengths of your employees and contractors. Depending on the autonomy from the board you may have to advocate on the behalf of your team for raises and resources. The ED sets the work culture for the team. In the nonprofit world employees tend to be passionate about the mission, but underpaid. Healthy organizations rely on the ED to find ways to appreciate the employees, be transparent about the entity’s operations and budget, and while providing support and a listening ear.
Ambassador to the Stakeholders
The ED holds the delicate balance of board members, funders, volunteers, and partner organizations with any associated agendas and egos. Ensuring that these groups of people work together in harmony in order to move the mission forward can be a daunting, but not impossible task, especially when good people are involved. The board should provide resources to the ED, do a major undertaking of the fundraising, and recruiting new board members. That functionality is key to work life balance for an ED. The ED must set that expectation for the organization and themselves.
Executive Director Sarah Tober said if the ruling is allowed to stand, it could have a wide-ranging impact on billboard regulations in Texas and other nearby states.
“Every city should be able to make their own codes and laws regarding billboards and digital billboards,” she said. “We’re seeing these advertising companies just trying to strike out what these cities have already deemed important for their citizens: protecting that visual environment.”
Advocacy Ambassador
As an ambassador for the organization and/or cause with legislators, the ED has to walk the delicate line of non-partisan advocacy. This is true ambassador work, where diplomacy is key in working with lawmakers who ultimately determine the extent of impact and mission success. A good ambassador knows the pressure points to push in order to pass legislation, the lawmakers to align with and those to supplicate, as well as making industry alliances that can become the phone call desperately needed in the 11th hour. A good ambassador understands their connections, how to make them, how to keep them, and when it is best to let one go.
Leadership Ambassador
Once an ED has succeeded in moving the mission forward and executing on agreed upon goals, they may find themselves seen as a leadership ambassador. Your success in directing the organization may position you as a leader others want to learn from, putting you in the position to advocate for healthy management practices. In sharing the mountains and valleys a person has crossed in the leadership journey, you can help others navigate the climb.
Ambassador of Authenticity
You have to be true to yourself. Cliché? Maybe, but in leadership holding onto your moral obligations is necessary and is not always supported by others in leadership. Having now been directed by two nonprofit executive committees to make financially sketchy transactions that were fiscally irresponsible to the longevity of the organization, it was not easy to stand up for what is right. However, through those actions I have been honest, transparent, and will clearly not lead an ethically questionable organization. My established standards and morals will help filter out dishonest boards and misleading organizations in my future endeavors. In the end, this is my brand I have worked to create and protect. Giving unethical or self-serving board members or stakeholders control of your identity as an ambassador will only lead to career ruin. Define your values and stick to them.
