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Joan Garrys Guide to Nonprofit Leadership: 2nd Edition
As a champion for nonprofit leaders hell bent on maximizing the impact of the nonprofit sector, Joan wrote this second edition of Joan Garry's Guide to Nonprofit Leadership during COVID lockdown. She knew that board and staff leaders would need a guide come January 2021 to navigate a world where old rules no longer apply and a world that needs them now more than ever.
A very different time demanded a very different book. Certainly not different in style, Joan's new book is funny, inspiring, and filled with practical advice. Her voice is accessible and you'll feel you are getting a pep talk from your biggest fan.
Drawing on her own experiences as a nonprofit E.D., a board leader, a volunteer, and a donor, Joan shares her stories and introduces you to a host of new characters she has met since 2017. Board and staff leaders will see themselves in these folks—recognizing the mistakes and celebrating the successes.
In this new book, Joan will help you realize that "nonprofits are messy"—too many cooks, too few resources, and an abundance of passion—and show you the way to find joy and privilege in that "mess."
A very different time demanded a very different book. Certainly not different in style, Joan's new book is funny, inspiring, and filled with practical advice. Her voice is accessible and you'll feel you are getting a pep talk from your biggest fan.
Drawing on her own experiences as a nonprofit E.D., a board leader, a volunteer, and a donor, Joan shares her stories and introduces you to a host of new characters she has met since 2017. Board and staff leaders will see themselves in these folks—recognizing the mistakes and celebrating the successes.
In this new book, Joan will help you realize that "nonprofits are messy"—too many cooks, too few resources, and an abundance of passion—and show you the way to find joy and privilege in that "mess."
1 pages, Audio CD
Published March 1, 2021
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Displaying 1 - 4 of 4 reviews
May 18, 2025
I learned about Joan Garry’s Nonprofit Learning Lab before I ever heard of this book, and it was my favorable impression of her strong personality and penchant for being blunt that made me want to learn as much as I could from this nonprofit guru. Those traits may not sound inviting, but I believe that Garry’s directness is refreshing and necessary for many nonprofit leaders. I’ve learned a tremendous amount that I will carry with me in my own work as a founder and leader of a small nonprofit. Here are some of my key takeaways:
* Learn to say “No.” Many nonprofit leaders are pleasers. We hate to say ‘no’ to anyone or anything. As a result, we wind up juggling too much. Just because someone tosses another ball in your direction, it doesn’t mean you have to juggle that too.
* The Trifecta: One person who holds these three key roles of Founder, Executive Director, and Board Chair. If your nonprofit is in this situation (guilty as charged!) it’s unsustainable and needs to change ASAP.
* Nonprofit leaders — EDs, Board Chair and Board members — must be ambassadors for the organization. Know your mission and impact and consistently share theese with people you meet. Be prepared with everything from an elevator speech to a long conversation. Ask the ED and staff to share stories of your nonprofit’s incredible impact. Share these with others with an invitation to join you in this exciting work.
* Effective management of a nonprofit requires a strong partnership between the Executive Director and the Board President. Garry uses a metaphor of these two leaders as the twin engines of a jet. They must be trusted partners, in sync with one another.
* The Board you have is the Board you build. EDs in particular tend to complain about their Boards, and yet, they bear responsibility for establishing and developing it. The ED and Board Chair must put time and effort into developing an engaged and effective Board. Likewise, every Board member needs to be “on Board the jet” in the sense that they too know and fulfill their role, and enthusiastically evangelize the organizational mission.
* Strategic planning is essential to achieve the organization’s ultimate goals. However, planning can only go so far if a nonprofit fails to address unanswered questions about mission, target population, programs, board, etc. (This is typical.) This chapter discusses the steps to take in strategic planning.
* A side note. Chapter 5 conflates strategic visioning with strategic planning, two concepts and processes that are discussed as separate and sequential in the Nonprofit Learning Lab. Briefly, an organization’s ultimate goals, or strategic vision, are developed prior to development of the strategic plan. Develop a vision, then plan to attain it. If an organization’s leaders do not mutually agree upon that clear written vision, the strategic plan will be weakened, if not disjointed, contradictory, and ineffective. This last point hints at the importance of concept of strategic visioning: what is the organization’s ultimate vision? That vision should be clearly reflected in a purpose statement, mission statement, and values statements. A strategic visioning process is key to making that happen.
* A key difference between businesses and nonprofits is that nonprofits can ignite the passions of staff and volunteers. Managing both groups must include a healthy respect and utilization of that passion. They need a voice.
* Small nonprofits have vulnerabilities and strengths. Finances and funding can be difficult. They “need to be scrappy,” by looking for donated services, and being creative to get things done at a lower cost. For example, Garry shares a story from her tenure as nonprofit ED when she wrote personalized holiday cards to 300 major and mid-level donors, rather than sending expensive branded coffee mugs. Small nonprofits have vulnerabilities leaders need to make three moves: 1. Invest in yourself. 2. Invest in your ED-Board Chair partnership. 3. “Build your army” or more concretely your base of supporters, your sphere of influence. These include your board, staff, volunteers, advisors, and donors. Think creatively to reach more people and expand your sphere of influence.
* Crisis Planning. A core group can develop a general emergency management plan in less than a day. Garry lays out the basic steps, from listing the worst things that could happen, to outlining a process to use in the moment. The emphasis is on being authentic, transparent, and proactive.
* Navigating leadership transitions, succession planning. Special attention given to transitioning among EDs and Board Chairs. Plan ahead. Build a bench of future leaders. Consider hiring a HR consultant or recruit a HR professional for your Board or for pro bono service.
Garry’s story-filled writing style is engaging and entertaining. Despite the seemingly dry topic, I found myself occasionally laughing out loud. Personally, however, I sometimes found it difficult to get her point. Over the 268 pages, some of her narrative seemed long-winded, yet sometimes breezed over the main point in favor of anecdotes and metaphors. For my money, fewer, more carefully chosen stories would add punch to Garry’s narrative. Even so, it’s a trove of worthwhile nonprofit advice. As the founder of a tiny, newish nonprofit, I found it extremely helpful — especially as a complement to my Nonprofit Learning Lab participation.
* Learn to say “No.” Many nonprofit leaders are pleasers. We hate to say ‘no’ to anyone or anything. As a result, we wind up juggling too much. Just because someone tosses another ball in your direction, it doesn’t mean you have to juggle that too.
* The Trifecta: One person who holds these three key roles of Founder, Executive Director, and Board Chair. If your nonprofit is in this situation (guilty as charged!) it’s unsustainable and needs to change ASAP.
* Nonprofit leaders — EDs, Board Chair and Board members — must be ambassadors for the organization. Know your mission and impact and consistently share theese with people you meet. Be prepared with everything from an elevator speech to a long conversation. Ask the ED and staff to share stories of your nonprofit’s incredible impact. Share these with others with an invitation to join you in this exciting work.
* Effective management of a nonprofit requires a strong partnership between the Executive Director and the Board President. Garry uses a metaphor of these two leaders as the twin engines of a jet. They must be trusted partners, in sync with one another.
* The Board you have is the Board you build. EDs in particular tend to complain about their Boards, and yet, they bear responsibility for establishing and developing it. The ED and Board Chair must put time and effort into developing an engaged and effective Board. Likewise, every Board member needs to be “on Board the jet” in the sense that they too know and fulfill their role, and enthusiastically evangelize the organizational mission.
* Strategic planning is essential to achieve the organization’s ultimate goals. However, planning can only go so far if a nonprofit fails to address unanswered questions about mission, target population, programs, board, etc. (This is typical.) This chapter discusses the steps to take in strategic planning.
* A side note. Chapter 5 conflates strategic visioning with strategic planning, two concepts and processes that are discussed as separate and sequential in the Nonprofit Learning Lab. Briefly, an organization’s ultimate goals, or strategic vision, are developed prior to development of the strategic plan. Develop a vision, then plan to attain it. If an organization’s leaders do not mutually agree upon that clear written vision, the strategic plan will be weakened, if not disjointed, contradictory, and ineffective. This last point hints at the importance of concept of strategic visioning: what is the organization’s ultimate vision? That vision should be clearly reflected in a purpose statement, mission statement, and values statements. A strategic visioning process is key to making that happen.
* A key difference between businesses and nonprofits is that nonprofits can ignite the passions of staff and volunteers. Managing both groups must include a healthy respect and utilization of that passion. They need a voice.
* Small nonprofits have vulnerabilities and strengths. Finances and funding can be difficult. They “need to be scrappy,” by looking for donated services, and being creative to get things done at a lower cost. For example, Garry shares a story from her tenure as nonprofit ED when she wrote personalized holiday cards to 300 major and mid-level donors, rather than sending expensive branded coffee mugs. Small nonprofits have vulnerabilities leaders need to make three moves: 1. Invest in yourself. 2. Invest in your ED-Board Chair partnership. 3. “Build your army” or more concretely your base of supporters, your sphere of influence. These include your board, staff, volunteers, advisors, and donors. Think creatively to reach more people and expand your sphere of influence.
* Crisis Planning. A core group can develop a general emergency management plan in less than a day. Garry lays out the basic steps, from listing the worst things that could happen, to outlining a process to use in the moment. The emphasis is on being authentic, transparent, and proactive.
* Navigating leadership transitions, succession planning. Special attention given to transitioning among EDs and Board Chairs. Plan ahead. Build a bench of future leaders. Consider hiring a HR consultant or recruit a HR professional for your Board or for pro bono service.
Garry’s story-filled writing style is engaging and entertaining. Despite the seemingly dry topic, I found myself occasionally laughing out loud. Personally, however, I sometimes found it difficult to get her point. Over the 268 pages, some of her narrative seemed long-winded, yet sometimes breezed over the main point in favor of anecdotes and metaphors. For my money, fewer, more carefully chosen stories would add punch to Garry’s narrative. Even so, it’s a trove of worthwhile nonprofit advice. As the founder of a tiny, newish nonprofit, I found it extremely helpful — especially as a complement to my Nonprofit Learning Lab participation.
October 31, 2021
Joan's stories about her personal experiences in the field helped to drive the points home. Being a great storyteller is an excellent trait for a nonprofit leader; it goes a long way towards making an entertaining book as well!
April 19, 2023
So damn good!
December 12, 2025
Read for my work. Great overview of the need-to-know, as well as stories for putting muscle on the bones.
Displaying 1 - 4 of 4 reviews