Preparing the next generation of leaders
“Nancy Eberhardt is an extraordinarily good listener and that ability results in extraordinary inside perspective. She knows us so well that it is evident her counsel is not just textbook.”
A nonprofit CEO was entering the final phase of his career. He and several others on his executive team were going to retire in the next 5-7 years. The likely next generation of leaders internal to the organization needed significant growth in leadership, planning, fund-raising, board relations and strategic development of programs. And, as always, reacting to crises with day-to-day operations and funding changes continued to sap the CEO’s time and attention.
We began to coach the CEO in ways to develop, focus and coach others related to his (and the organization’s) critical professional metrics and accomplishments for the next 5 years. We acted as a sounding board, using questions to open possibility and engaging in creative methods of new thinking, the CEO became intentional about his few priorities that really mattered – in terms of both outcomes and relationships for himself, the organization and other key leaders.
This strategic coaching time resulted in new thinking and a renewed purpose and set of actions for this seasoned professional. With renewed energy and focus, he restructured the organization and his Board of Directors, has embarked on a Capital Campaign, has developed two possible next-stage CEOs, and is having more fun in the deliberate and necessary final-stage role he has carved out for himself. He is delegating large parts of his former responsibilities to others who are ready to shoulder them, and the level of engagement by employees is soaring. He is creating his legacy and leaving the organization in a better place both financially and in its likelihood of achieving its mission.« Back to all case studies