Chief Executive Officer (CEO), Non-Profit Organization Reviews

4.5

(43)

Highly Satisfied

Last updated Jan 27 2025

What is it like working as a Chief Executive Officer (CEO), Non-Profit Organization?

October 2016

Employment legalities.

Chief Executive Officer (CEO), Non-Profit Organization:

Evaluate and understand the vision of the organisation, the outcomes it strives to achieve, and how to lead and encourage staff to obtain the shared goals. Keep an open and regular dialogue with the staff and address matters before they become issues. Ensure that you [the CEO] maintains a creditable public persona and networks to enhance the profile and credibility of the organisation. Seek ideas from staff and share challenges and successes, as and when appropriate, to enhance their feeling of being part of the organisation and how they can contribute to its development. Be aware of where skills training and professional development is required and facilitate it.

August 2016

The need to utilise external expertise to fill capability ga.

Chief Executive Officer (CEO), Non-Profit Organization:

Confidence of board and members is critical.

July 2016

Chief Executive Officer (CEO), Non-Profit Organization:

Pros: The Boys and Girls Club allows me to be the energetic and outgoing person I am. The Club gives me the ability to work in teams, forge relationships, as well as to give others direction and inspiration. Experience in the field and learning from senior Boys & Girls Club leaders has lead me to understand the importance of goals and the steps necessary to achieve them. The hard work and dedication it has taken to lead two start up club organizations has made me fearless in never being scared to go the extra mile to ensure the success of a project. The club gives me the ability to build and cultivate relationships, which is one of my greatest qualities and proven to be a necessity to the growth of any new organizations.

Cons: The Boys & Girls Club has many rewards but every reward comes with a price. Often times you can feel all alone, as the CEO position is often stuck between the board and the staff. A person in this position must have a entrepreneur spirit and the understanding that success comes with commitment. Often times commitment means putting yourself last, working unsustainable hours and missing out on a personal life. In a start up club with a low budget the CEO often must be a jack of all trades. It is important to mentally reset yourself every now and then, as well as continue living a healthy lifestyle. Burn out can easily set in for those who do not mentally prepare themselves.

June 2016

Never Give Up!

Chief Executive Officer (CEO), Non-Profit Organization:

I never realized that conditions in business could change so quickly! Individuals must take time out each day to rest, if only for a few seconds to clear your mind. Fill your downtime with research to make yourself better at what you do.....it'll make your employees better. Continually work hard to replace yourself by sharing your knowledge and preparing for the future. Learn how to handle stress or it will handle you. Above all, never give up! You'll know the day when its time to leave, and you can be proud of what you've helped to accomplish.

April 2016

Chief Executive Officer (CEO), Non-Profit Organization:

Always review your contract.

March 2016

Financial Management.

Chief Executive Officer (CEO), Non-Profit Organization:

Find the perfect fit between your environment, responsibilities and skill-set. Make sure your organisation has a excellent portfolio of well-developed programs, projects and initiatives, matched by good governance, financial management and professional proposal and reporting disciplines. Be an empowering leader and make room for individuals to come into their own.

March 2016

CEO is just the start.

Chief Executive Officer (CEO), Non-Profit Organization:

Being a CEO of private, nonprofit means more than meeting your mission and balancing your budget. We get hit with many challenges that were never taught anywhere, such as conducting a cost/benefit analysis for program expansion/development, dealing with the death of a leadership member, evicting clients from agency housing, negotiating contracts, dealing with the politics of services, dealing with community perceptions and allegations (damage control), eliminating valuable programs because of funding cuts, competing with other nonprofits for the same funding sources, demonstrating outcomes that are measurable and viable.