By Gina Ryan, CAE
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Gayle A. Brandel, President, Professionals for Nonprofits
Friday the 13th was a lucky day for those participating in the NYSAE Executive Women in Nonprofits Shared Interest Group (SIG). Gayle Brandel, President of Professionals for Nonprofits, facilitated a discussion about staying on top of the career management game, assessing hiring trends in the association marketplace, and employing techniques for competing effectively. Here are some of her key points.
The Best Job
"Who's looking for a job?" Brandel asked the group. When only three hands were raised, she declared, "Everybody!" One is always a hidden candidate whether actively seeking a position or not. The best job you will ever have is the one you have now, she explained. It pays the bills and is a springboard for learning skills you will need in your next position. Even in a dysfunctional or non-nurturing organization, an executive can hone leadership skills, board management techniques, and technology acumen.
Special Expertise
Being a generalist is important for CEOs, but it is critically important to develop a specialty skill as well. Expertise with computer programs, database management, social media, legal issues, or other languages helps one to stand out from the crowd. Marsha Block, CAE, CFRE, CEO of the American Group Psychotherapy Association, commented that professional societies often look for candidates who come from their own ranks.
"In a constantly changing work world, it's important to keep your skills up to date," Brandel counseled. Some SIG participants shared that they had just earned or renewed their Certified Association Executive (CAE) designation. It's important to "learn how to learn," and adapt as you go.
Resumes
Getting down to the nitty-gritty of searching for a job, Brandel offered advice on drafting a resume. "It's not a historical document. Its sole purpose is to get you an interview," she emphasized. Employers use resumes to screen out candidates. To get an interview, you need to showcase experience that matches the job requirements. Create a resume that is specific to each job search, leaving out interests, or education that is not relevant to the position. Resumes should be chronological, even if gaps are evident or age is discernable.
"Gaps can be explained in an interview," said Brandel. "And age is a positive thing. It shows experience. If it's an issue for an organization, it may not be the right organization for you."
Amy Geffen, PhD, Taproot Foundation pro bono consultant, mentioned that she tailors resumes for specific positions: association management, education, and academia. Unlike other organizations, academic institutions require a comprehensive curriculum vitae. Some high-level search committees will ask for a bio, which can include experience that is not in a resume. Amy identifies three to five key words in a job description that she will fit in a resume to show that she's a good match for a prospective organization.
"Short, short, short is the way to go," advised Brandel when it comes to cover letters, biographical summaries, and resumes. A resume should be no more than two pages, preferably one, and must include a link to your up-to-date LinkedIn profile. "Above all," Brandel cautioned "do your research on an organization. You must have a passion for the mission."
The Interview
"The first 30 seconds might be crucial in making an impression, but folks can change their minds about you as the interview unfolds. Establishing the right rhythm is important. If you are being interviewed by a Type-A personality barking out questions one after the other, match the rhythm with short, fast-paced answers. If, on the other hand, the interviewer is relaxed and laid back, take your time and speak more slowly," advised Brandel. "Males and females interview differently. Answer questions directly with a yes or no amplified by a short three-sentence response. Don't be diffident about acknowledging your skills." Brandel suggested reading Lean In: Women, Work, and the Will to Lead by Sheryl Sandberg, the Chief Operating Officer of Facebook, and Nell Scovell, TV and magazine writer.
If you are being interviewed by an executive committee or a board of directors rather than an individual, you are probably one of two or three final candidates whose value to the organization is being assessed. It's important at that level to determine the culture of a group to see if it's the right match for you. If you are being asked a number of micro-management questions, you could end up with trust issues. Claire Rosenzweig, CAE, President and CEO of the Better Business Bureau of Metro New York, related that she had turned down job offers where the board culture was more focused on managerial control than policy-making.
When the question of having a different board chair step in every year with a new agenda, Marsha Block had practical advice. "You want the newly elected chief executive officer to fit into the organization, not the other way around. To achieve this you must have a clearly stated mission and a solid strategic plan. Grooming a board chair can take two to four years before she assumes office."
The Process
Part of assessing the cultural milieu of an organization is evaluating the interview process itself. If it is well organized and professionally driven, that's a positive sign. Asking for photos or posing illegal personal questions is a danger signal.
"Ninety percent of the time, if you don't get the job, it's usually not your fault," emphasized Brandel. "It's beyond your control. There is often a back story, perhaps an inside candidate, a difficult supervisor, or personal quirks on the part of the interviewer."
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During NYSAE's Executive Women In Nonprofit Shared Interest Group (left to right) Gayle A. Brandel, President, Professionals for Nonprofits, Gina Ryan, CAE, President,
CEO Pathways/Creative Executive Options
Trends
"For long-range career advancement, look for an organization that is in growth mode," Brandel said. "The good news is that associations are hiring, but the competition is heightened. Demand will exceed supply so compensation will go up and salaries will increase. Younger generations now dominate the workforce. Thirty-two percent of the nonprofit sector is made up of the Generation X—those born between 1965 and 1982—who are poised to step into leadership roles. The Gen Y, which follows, makes up 23% of an organization's staff. The aging workforce of Baby Boomers (30%) and traditionalists (8%) still holds a considerable share of leadership positions, but new leadership will be needed. Competition is keen, but there are opportunities galore."
About Gayle Brandel
Brandel is president of Professionals for Nonprofits, which she founded in 1996. Her staffing company serves over 1,200 organizations from offices in New York, Newark, Philadelphia, Baltimore, and Washington, DC. In previous years, Brandel was the chief financial officer for a number of cultural institutions in New York City, and has served as a speaker and author throughout her career. Brandel is on the board of the New York Staffing Association among others. She received the New Star Award from NYSAE in 2000 and is a current member of the Awards Committee.
Gina Ryan, CAE, is President of CEO Pathways/Creative Executive Options, a firm offering interim executive director services and transition management to newly formed or recently challenged associations. Ryan is a former NYSAE Board member and is the current Vice Chair of the Awards Committee. She can be reached at ceopathways@mac.com or 917-971-7524.