Nonprofit Leadership Skills Training to Offer Your Employees

Nonprofit Leadership Skills Training to Offer Your Employees

As a nonprofit leader, part of your job is to ensure that your staff have the skills both hard and soft and that they need to be successful in their jobs and to become leaders themselves.

These nonprofit leadership skills include:

• Understanding their job description—and what they are expected to accomplish

• Having clarity about the mission of the organization

• Understanding how the organization is governed (and, yes, this includes how they should be interacting with the Board)

• The basics of nonprofit law and accounting

• Where to find needed information

• How to be a great ambassador for the organization

• Time Management

In this FREE eBook, nonprofit expert Janet Levine will walk you through some practical ways that you can offer leadership training to your nonprofit employees. Helping them grow as better employees, invest in their future, and support them as they serve the mission and vision of your nonprofit.

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– A Sneak Peak Into “Nonprofit Leadership Skills Training to Offer Your Employees”

Take an Inside Look at the Chapters of This eBook:



I vividly remember my very first day at my very first nonprofit fundraising job. It was February 1988. I was so excited. I was to be the Director of Corporate Relations for the engineering school at a large, private university. I got to the campus and made my way to my Dean’s office, where I had been told to…

Chapter 1: Understanding the job description

Many job descriptions, particularly those in smaller nonprofits, seem to work under the misconception that more is better. There are pages and pages of things the successful candidate will be responsible for, including that catch-all: Other tasks as assigned. In many public institutions and agencies, job descriptions are…

Chapter 2: Having clarity about the mission of the organization

Raising money for an organization, running programs, or performing administrative tasks, means working to help move the mission forward.

But all too often, staff members don’t actually understand the mission or purpose of the organization and don’t always have clarity about what the organization accomplishes. Ensuring that each and every staff member understands not just the…

Chapter 3: How the organization is governed

Part of leadership skills training is ensuring that your staff understand how the organization functions. That means they should be clear how it is governed and who is in charge of what.

At most nonprofits, the board of directors (or trustees) is at the top of the food chain. They are the people who set the strategic direction and have the ultimate oversight for the organization. However, that doesn’t mean that

Chapter 4: The basics of nonprofit law and accounting


• The duty of due care

• The duty of obedience

• The duty of loyalty

These are fiduciary responsibilities that ensure that the organization is run well, follows appropriate laws, and works for the good of the organization. Staff need to understand these duties and to follow them as well. To do that, employees must have a working knowledge of the laws that govern nonprofits and how nonprofit…

Chapter 5: Where to find needed information

Confession Time: I watch and read a lot of crime tv shows, movies, and novels. One thing that never fails to impress me is when the more senior police officer tells the rest of the team to check something out, get some data, track something down, the rest of the team nods and gets to it.

As someone who was a manager for over 40 years, I find that amazing. I would tell my staff to do…

Chapter 6: How to be a great ambassador for the organization

Peter Drucker, the world-famous management guru, frequently noted that “culture eats strategy for lunch.” This is particularly true when we talk about a “culture of philanthropy.” In my years of working in the field, I have seen that the most successful nonprofit organizations were those that have that culture. But what does that actually mean?


While there are a number of factors that contribute to a philanthropic culture, these three are at the very top of the list:

Chapter 7: Time Management Summary

“Busy” is the buzzword of the day. Maybe of the century. We are all so busy busy busy. And for many nonprofits, resources are short. Boards love it when the organization runs lean. On the plus side, this could mean more money for programs. On the minus—well, let me count the ways. If “busy” is the big buzzword, “frazzled” is the one that defines most nonprofit employees. Consequently, if you want to…

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