Are you a corporate executive considering a career transition to the nonprofit sector? Perhaps you are a Chief Financial Officer, Chief Human Resources Officer, General Counsel, or other senior executive looking to apply your skills and experience in a mission-driven organization. If so, you may be asking yourself:
• How do I find the right organization and role for me?
• How do I translate my experience and expertise in a way that resonates with hiring managers and positions me as a strong candidate?
• How do I ensure a successful transition when I’m hired?
Transitions between the for-profit and nonprofit sectors have become much more common in the last few years, and successful leadership in both sectors requires many of the same skills and experience. I have seen many executives successfully navigate this change, and I made the transition myself many years ago when I joined The Nature Conservancy as its General Counsel and Chief Operating Officer after spending about 15 years in the corporate sector. I was fortunate to have worked for wonderful organizations in the for-profit sector–but my 12 years in mission-driven organizations were extraordinary. I hope that sharing my experience and insights will be helpful to you as you consider what can be a highly rewarding career change.
Finding Your Organization
You likely already know the causes to which you want to contribute your skills and experience. There are several other considerations beyond mission alignment that will help you find the nonprofits that best align with your skills, interests, and long-term goals. Here are some crucial factors to think about as you consider the organizations that may be of interest to you:
Organizational Function and Approach: Foundations, think tanks, direct service providers, advocacy groups, trade associations, and educational and research institutions are just some of the types of nonprofits you may want to consider. Do you want to be involved in shaping policy, providing direct services and support, or funding other organizations to drive impact? Consider the key role of the organization, how it furthers its mission and whether its approach aligns with how you want to contribute to a cause about which you are passionate.
Geographic Scope: Is your goal to contribute to a global nonprofit, working across multiple countries? Or do you prefer to focus on making a meaningful impact within your local community at a grassroots organization, for example?
Organizational Size and History: Are you drawn to large, well-established nonprofits with a long track record? Or are you more interested in using your entrepreneurial skills to help new or small organizations grow their impact?
As you consider various organizations, I suggest learning all that you can about the areas of the nonprofit sector in which you are interested and then focusing on the specific organizations that are most aligned with your expertise, experience, values, and goals. Spend time on an organization’s website, paying special attention to how it defines its mission, values, and successes; its leadership team, including its board and advisory council(s); and the types of information the organization has chosen to highlight about itself as that will help you better understand its culture, goals, and approach to its mission. Also, check out the websites of other organizations with a similar or related mission, as this will help you understand the role each organization plays within its area of impact.
Other important sources of information include organizations’ annual reports and most recent 990 filings. Nonprofits will typically share these on their own website, and if not, the 990 can be found via IRS public records. The annual reports and 990s will provide you with valuable information about a nonprofit’s revenue and operating expenses, assets, donors, and executive salaries. Consider informational interviews, either with someone inside the organization you are interested in or within the sector, as they are great ways to learn more about an organization’s culture, reputation, and operations.
Translating Your Skills and Experience
When making their case as a strong nonprofit candidate, the leaders who most successfully make career transitions do two things well: they recognize the full scope of their skills and how those skills can be applied to different roles, and they effectively translate this to others. A career counselor, mentor, or trusted executive search professional can be invaluable in helping you do both.
These leaders also develop a clear plan for addressing any gaps in their skills necessary for success in the nonprofit sector. As an experienced executive, you’ve navigated career transitions in the past in which you had to learn new skills and adapt existing skills and experience to succeed in your new role. The same approach will apply here, and you should highlight how you managed those transitions. Individuals from your field who are already in the nonprofit sector can provide valuable insights into potential gaps and possible ways to address them. Likely, there will be new skills to learn, but that is often true when making almost any career transition. It has been my experience as a hiring manager, and as someone who made the career transition myself, that the for-profit to nonprofit transition
can be successfully accomplished and gaps addressed.
In addition to learning about how you plan to transition your skills and experience, hiring managers will also want to understand why you are looking to make this change and how well you will align with the organization’s culture. This is your chance to express your passion for their mission and organization, your core values, and why this is the right move for you at this stage in your career. It is also your opportunity to address your ability to thrive in the typically less hierarchical, highly mission-driven culture that characterizes nonprofits.
Making a Successful Transition
Once you’ve found your opportunity in the nonprofit sector, there are a few critical steps that you can take to ensure your successful career transition.
Develop an onboarding plan and performance goals. As you would do when joining any new organization, work with your manager to develop an onboarding plan and a mutual understanding of what success looks like for your role. If there are others in your organization who have successfully made the transition to the nonprofit sector, they may be willing to share their experience with you and provide guidance. The plan you develop with your manager should have transition-specific components that will help ensure your success.
Develop an internal network. Your colleagues have likely dedicated much of their careers to the mission you are now joining, and they will have invaluable insights to share. Have in-person or virtual meetings with as many people in your new organization as you can, as early as you can. This is your opportunity to learn about your organization (including its challenges and opportunities), build trust, and very importantly, learn about the culture and your colleagues’ passion for the mission.
Learn what it is about your organization and its mission that drives the dedication of its supporters, donors, and team members. This is a great time to develop a network you can lean on. As someone new to the nonprofit sector, it will be important for you to learn about the role of donors, their collaboration with your organization, and how you can develop and support those important relationships.
Develop an external network. When I first joined a nonprofit as its General Counsel, a small group of nonprofit general counsels that met regularly became one of my most trusted resources as I learned the ropes of my new role. If no such group exists for you to join, consider creating one. Also, spend time with and learn from the nonprofit experts who have a history with your new organization (e.g., consultants, outside counsel, and auditors).
Get to know your board of directors. Depending on your role, you may need to spend time early on meeting with board members, reviewing past board materials relevant to your role, and understanding how your board works. Keep in mind that many nonprofit board members are also donors who are contributing both financially and otherwise to the organization.
Today, as Managing Director at ZRG’s Aspen Leadership Group, I work with nonprofit organizations across the country to recruit and retain top talent. I know the contribution that great leaders can make to an organization’s mission and impact on the world, and I know those leaders can come from many sectors. At Aspen Leadership Group, all our Managing Directors, Search Consultants, and Associates have years of professional experience in nonprofit leadership that allow for a peer-to-peer approach in our executive search, consulting, and thought partnership. If you are considering the nonprofit sector, we have resources to support the next phase of your career. Please visit our For Candidates page or join The ALG Career Network.
Contributing author:
Wisla Heneghan, Managing Director and Practice Lead for Finance and Operations, Aspen Leadership Group