4 Key Nonprofit Leadership Skills Every New Manager Needs to Learn Now

Every business manages a predictable rate of turnover, but for nonprofits, turnover is particularly acute. The nonprofit turnover rate is 19% — 7 percentage points higher than the average for all industries. And in 2024, more than half of nonprofits reported that they struggled with adequate staffing.

Even before the pandemic intensified the issue, Communities in Schools of Chicago recognized turnover as a serious challenge. The organization supports a network of more than 200 community partners that connect programs and resources directly with Chicago public schools.

In 2019, a survey of community partners revealed a consistent trend: Staffing changes limited their ability to deliver programs at full capacity. To ensure Chicago’s students could access the community resources they needed, our nonprofit decided that community organization managers also required support. 

That realization inspired the launch of a citywide management cohort to bring together nonprofit managers to address supervision challenges, brainstorm solutions and build community. Since then, the cohort has supported nearly 60 participants, and these four key leadership skills have proven most valuable for new nonprofit managers.

Learn to Delegate

Many nonprofit professionals find themselves swiftly promoted into management — seemingly overnight. One day, they’re visiting classrooms, leading school assemblies or hosting field trips, and the next, they’re managing teams. The shift can be hard to navigate, particularly for those used to providing services directly.

“When I first started managing people, I'd been promoted from within the department, and it was hard for me to let go of some of the day-to-day tasks I'd felt ownership over,” cohort participant Ryan Spooner, prevention director at the Chicago Alliance Against Sexual Exploitation, said. “Through my participation in the management cohort, I developed concrete ways to turn all that disorganized and draining work into processes my team could follow.”

Manage Up, Down and Sideways

New managers often face the dual challenge of setting expectations with former colleagues while taking on new responsibilities. Activities like “Hive Mind, Hot Seat,” where participants share management challenges and solutions, can help build confidence and perspective. 

Accountability partners are another proven practice. Between sessions, participants pair up to review progress on their management goals and practice specific management skills. Did they try something new? Engage in a difficult conversation? Prepare differently for a meeting? Partners analyze together what new practices worked and what they should do differently.

“I learned so much from people who were working with teachers and students outside of the arts, and this gave me a perspective I had not previously considered,” Katy Clusen, associate director of CSO for Kids at the Chicago Symphony Orchestra, said.

Avoid Burnout

Wearing multiple hats can often lead to burnout. Each cohort participant writes a personal mission statement and reflects on it at the end of the program — considering their ideal work environment, non-negotiables, core values and next steps in their career journeys. 

When managers remind themselves why they are connected to the organization’s mission, practice their values and accept opportunities to learn, they can ease some of the tensions and stress that come with nonprofit management. 

Find Community

One of the biggest challenges new managers face is feeling isolated and adrift. Through guided facilitation and structured peer networks, Communities in Schools of Chicago creates space for open, supportive conversations among managers who share similar experiences.

“This was an incredible opportunity to build your skill set as a leader and have the support needed to continue learning and growing,” Alison Rootberg, founder of Wellness4Every1, said.

Even after formal programs end, continued connection matters. After the program ends, past participants of the management cohort can continue to share valuable resources and professional development with each other.

For nonprofit managers, support goes well beyond skill-building. When managers strengthen their professional networks, access new resources and create community, they can better maximize their programming and realize their organizations’ missions, which in turn, better serves their communities.

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.