Charity CEO’s Should Look in the Mirror

LETTERS TO THE EDITOR

To the Editor:

Julie L. Rogers articulately presents some of the challenges encountered by CEO’s in working with foundations (“Foundations Are Burning Out Charity CEO’s,” My View, March 9), and provides important information to both. Nevertheless, at a time when almost everyone who encounters personal problems in business, governmental, and organizational life looks to place the responsibility elsewhere, CEO’s also need to look in the mirror.

Senior professionals are always pleased to be promoted to executive positions. As part of the promotion process, they might consider asking themselves whether they have all the skills that the position demands — whether fund raising, strategic planning, or supervising — and prepare themselves accordingly. They can also initiate discussions about challenges at conferences, through professional associations, and directly with foundation staff.

With two master’s degrees and 15 years of experience, I felt well prepared to graduate from a chief operating officer-level position to CEO but soon realized just how much I still had to learn.

Professional associations, coaches, and mentors can be helpful in the education process but only if the aspiring CEO recognizes that he or she requires additional skills to meet the demands of unforgiving boards and funders.

Steven E. Gelfand
President
Strategic Management Associates
Miami Beach