Know Your Role, And Do It Well

So often, nonprofit leaders are drowning in operational tasks that result from a feeling of obligation to be "in the trenches" with their teams. Well, let me tell you something a wise staff member once told me: "Go do what you need to do. We've got it."  

That moment changed everything for me as a nonprofit leader. They pushed me toward funders and board members who were in the room because that was actually my job — not breaking down tables and stacking chairs. It wasn’t because I was too important for other work, but rather because no one else could do what I needed to do.  

The Nonprofit Equality Myth  

The uncomfortable truth is the nonprofit sector carries an unrealistic expectation that because we're doing mission-driven work, everyone should be equal. That because you lead an organization serving the community – rather than maximizing shareholder value in the corporate world – hierarchy shouldn't exist. This thinking is not only wrong; it's dangerous to your organization's sustainability.  

Yes, you should never ask your team to do something you've never done yourself. But as the executive for your organization, you shouldn't still be doing those things. Your role has evolved, and clinging to operational tasks isn't humility — it's an impediment to doing the things you’re meant to do.  

The Real Cost of Being in the Trenches  

When you spend time folding chairs, filing paperwork, managing schedules, or handling tasks your team can own, you're taking time away from the work only you can do. Your team needs you to be securing funding, building board relationships, and casting strategic vision. Every hour you're not doing those things is an hour your organization isn't getting the resources it needs.   

What Your Team Actually Needs  

Your team doesn't need you in the weeds with them. They need you to ensure the organization has enough resources so everyone gets paid, programs get funded, and the mission moves forward. That's not elitism. That's leadership.  

So here's your permission slip to take those two hours for strategic thinking, for coffee meetings with funders, and for lunch meetings with board members. Embrace the leadership role you’re in, even if guilt comes with it at first. Your job is to know your role and do it well. Your organization depends on it.  

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