I was recently asked to review an advance copy of How To Become A Nonprofit Rockstar, the forthcoming book by Rosetta Thurman & Trista Harris. While the synopsis and contents suggest the book is aimed at those new to or aspiring to join the nonprofit arena, it is also a great resource for mid-level nonprofit professionals. The latter group will find some of the book's material second nature, some of it new and - most importantly - some of it a catalyst to refresh your outlook on your career and a reminder of some steps you could be taking to advance your responsibilities, title and income.
Before I dig into a full review of the book, please note that Thurman & Harris have been kind enough to offer Through Non-Profit Eyes readers a discounted rate for the book. I will post the information on November 1st, the day of the "virtual book launch." Make sure you return here to order this must-have book for your non-profit career development. UPDATE: Click here to order this outstanding book!
Overview
The book is broken into the following chapters:
- What a Nonprofit Career Looks Like
- Develop Expertise
- Build a Strong Network
- Establish a Great Personal Brand
- Practice Authentic Leadership
- Plan for Balance
- Move On Up
Some Favorite Quotes & Moments
While I do not want to give away too many details of the book, here is a sampling of some thoughts inspired by reading the book and a few favorite quotes:
1) Quote: "What has been proven over and over to (Harris & Thurman) is that you cannot wait for your organization to 'develop' you. The most successful nonprofit careers are marked by a proactive approach to professional growth and leadership development."
2) A great bit of advice when considering whether to join a nonprofit (in either a professional or volunteer role) is to notice the culture. The segment includes tips like reviewing an organization's mission, management, work space & environment and staff diversity. A particular question hit home for me:
Do people in the organization socialize outside of work?
Within my first week as director of annual giving for the University of Michigan, an AVP and I sat down over coffee and we had a candid conversation about the instituion's fundraising culture. He was willing to give me such mentoring in part because we had a common friend from his previous institution and - I would later discover - because he was planning to soon leave for a new opportunity. In discussing the challenges of the environment, its decentralized nature and the political impediments to institutional success, this colleague made an astute observation:
(Paraphrasing) Nobody grabs a beer together after work. Half the staff travels over an hour to-and-from work, so they are inclined to get on the road ASAP after work and the other half just don't seem to think about socializing together.
I remember thinking this was an interesting observation and being disappointed with this fact, as my colleagues at the University of Florida were almost always willing to spend time together outside of the office. (In fact, one colleague's daughter went to see her first movie in a theater - Monsters, Inc. - with her sister, mother and seven of us from the UF Foundation! See pic below!) What I didn't realize at the time, was how much this embodied the challenges of my new institution's environment.
4) The book includes a great segment of tips on what size organization to join. Rather than say "you should do "X, Y & Z" the authors look at the good, bad and ugly parts of working for a small organization or a larger org.
5) A favorite quote from the Always Learn, Always Teach tip in the book:
Never be too cocky and think you have nothing more to learn about your position. Ask your co-workers if you can shadow them if they do similar work.
And another:
When a new staff member joins your ogranization, step up and be willing to teach them the organization culture, as well as where the office supplies are located. You'll make a new friend and an additional ally in the organization.
6) As noted above, there is a full chapter on establishing a great personal brand. While this a topic some argue is bunk (See these two posts from Geoff Livingston: Post 1, Post 2), the chapter itself provides some useful tips - particularly for those just joining the workforce.
7) Tip 19 in the book discusses looking like a leader and goes through details like appearance, having backup outfits in the office, etc. But the story Rosetta provides truly spoke volumes about not selling yourself short or missing an opporutnity to act like a leader or expert:
Once, Rosetta was in a meeting with about 20 oether nonprofit leaders. Before the meeting got started, attendees went around the table and introduced themselves and their organizations. They went all around the room until they got to the intern who had been assigned to coordinate the meeting. When it was his turn to speak and introduce himself, he raised his head meekly and said, "Oh, I'm just here to take notes for the meeting." No matter what perception the attendees had already made about him, at that moment he deemed himself completely insignificant. He made it seem as if even his NAME was of no importance to anyone, since he did not even share what it was. He really missed an opportunity to shine while the spotlight was right on him. For the record, someone laughed at his response, then asked him he had a name. Apparently it was Matthew.
6) As noted above, there is a full chapter on establishing a great personal brand. While this a topic some argue is bunk (See these two posts from Geoff Livingston: Post 1, Post 2), the chapter itself provides some useful tips - particularly for those just joining the workforce.
7) Tip 19 in the book discusses looking like a leader and goes through details like appearance, having backup outfits in the office, etc. But the story Rosetta provides truly spoke volumes about not selling yourself short or missing an opporutnity to act like a leader or expert:
Once, Rosetta was in a meeting with about 20 oether nonprofit leaders. Before the meeting got started, attendees went around the table and introduced themselves and their organizations. They went all around the room until they got to the intern who had been assigned to coordinate the meeting. When it was his turn to speak and introduce himself, he raised his head meekly and said, "Oh, I'm just here to take notes for the meeting." No matter what perception the attendees had already made about him, at that moment he deemed himself completely insignificant. He made it seem as if even his NAME was of no importance to anyone, since he did not even share what it was. He really missed an opportunity to shine while the spotlight was right on him. For the record, someone laughed at his response, then asked him he had a name. Apparently it was Matthew.
This is an example of literally acting like you don't belong at the table.
8) Another qutoe I enjoyed was regarding enhancing your public speaking skills:
Melissa James, the public relations and marketing director for Downtown Hampton Child Development Center in Virginia, says, "I look at public speaking more like a conversation with new friends - as though they had just asked me to tell them about the place where I work, and I was answering. And as I've learned more and more about my organization, it has become easier to tailor what I say to the flow of the presentation and the audience's responses. I've learned to "read" the audience and alter my direction to their comfort as I go.
9) Tip 30 deals with scheduling time to reflect on your job satisfaction, current challenges, skills and aspirations - really a good segment worth reading.
10) Tip 31 is entitled "Don't Skip Lunch," and let me tell you... it hit home. I have always been one of those employees who works through lunch (or eats at my desk) and works well past midnight , etc. The whole point of this tip is to ensure you don't drown in work, lose work-life balance or take the NPO expressway to burn out. When making notes on the advanced copy... I simply wrote "Wow." next to this one. Like I mentioned in the opening, there are some good refreshers in here, even for those of us that have been at this longer than others.
11) Regular visitors to this blog know that I often champion the idea of illustrating your organization's impact to your external constituents as well as your internal stakeholders & employees. This is well illustrated in one of the items Harris & Thurman provide as a way to "Fall Back in Love With Your Job" (Tip 32):
Visit a program: What does your organization actually do for your clients? Have you seen it in action? Take a few hours to go visit one of your nonprofit's programs. Sit in on a financial literacy class, watch as your counselors help the unemployed craft resumes, or attend a play your arts organization is performing. The idea is to see for yourself the impact that your efforts have on others. It will make you appreciate why you do your work every day, no matter how tough it gets.
12) At the beginning of Chapter 7, the authors provide a great tool for reaching long-term career goals with various goal-setting exercises. I don't want to give away all the information in the book (because you should buy it!), but let me suggest this - when you buy the book, skip ahead to read Tip 37 so you can use it as context for the rest of the book.
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There are plenty of other great items I could offer from the book, but I simply want to whet your appetite. Order your copy here on November 1st!
P.S. - One more... in Tip 50, there is a great story of Trista's high school track experience and one specific race that translates well into your approach to a non-profit career. Fun stuff!
P.S. - One more... in Tip 50, there is a great story of Trista's high school track experience and one specific race that translates well into your approach to a non-profit career. Fun stuff!
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