Career Pathing: Advice for Getting to the Executive Director Position
At our final Leadership TSAE session of 2017, we hosted three association CEOs and Executive Directors to take questions from our Leadership participants about what it takes to achieve the top paid position at an association. We asked executives Leslie Midgley, CAE, Executive Vice President and CEO, Texas Land Title Association; Shirley Robinson, CAE, President and CEO, Texas Healthcare Trustees; Sam Stinnett, Executive Director, Texas Association of Nurse Anesthetists; and Dean Wilkerson, CAE, Executive Director, American College of Emergency Physicians, to share their responses with Association Leadership.
Question: What other association positions did you have before becoming an executive director? Should you consider doing a variety of positions prior to the top paid position in an association, and if so, how do you easily transition from one focus to another?
Leslie Midgley (LM): Over the 35 years I’ve worked at TLTA, I’ve been involved in virtually every aspect of the association – including communications, accounting, meeting planning, HR, membership, operations, volunteer management and government relations. Originally, we were such a small staff that I wore multiple hats. Over time I had the opportunity to take on additional roles and responsibilities. At a small association that’s easy to accomplish and I’ve found it to be invaluable and would highly encourage anyone interested in a CEO position to seek as much expertise across departmental lines as possible. Knowing what it takes to do a variety of jobs and understanding the overall scope of operations is critical to being successful in a CEO position. Even if you don’t actually change positions, I’d encourage you to be very intentional about getting out of your silo and gaining as much understanding of the other programming and functional areas of your association as you can. Be curious, ask questions, offer to assist other teams, and gain as much expertise as you can. Having a well-rounded bank of knowledge and skills is what Boards are looking for in a leader, so jump out there and learn it all.
Shirley Robinson (SR): I’ve had the good fortune to have spent my entire 20-year career in associations and nonprofits, and I have been able to touch almost every aspect of the organizations where I’ve worked. I’ve worked in community-based chapter offices of a large national nonprofit in variety of roles doing everything from bookkeeping and payroll to running a call center to producing live television and interacting with major donors. I’ve been on the education, membership, sponsorships and publications side at associations and worked with many committees and boards. Each experience has been a unique professional development opportunity. I think what’s helped me to link these roles to one another and help transition between them is keeping a member-centric perspective. In looking through the lens of the member or your constituency you can prioritize the organization’s mission and vision and ensure that what you are doing reflects their needs. If you approach each new role or job you have as an opportunity – a pathway to the next role – then you can keep an open mindset to your future.
Sam Stinnett (SS): One of the great things about working in the association world is that there are a variety of experiences and skill sets that will lead to success. For example, I have a legislative and public affairs background. My association desired an Executive Director with knowledge of the Texas Legislature and with my background, it was a great fit. For those already working in the non-profit sector, gaining experience in multiple roles is good preparation. As an association of two full-time employees, we wear many hats, and have found that developing a background in several areas is certainly beneficial.
Dean Wilkerson (DW): I left private law practice in 1990 to become the General Counsel of Mothers Against Drunk Driving (MADD). I was a member of the senior management team and worked closely with the board of directors. When our Executive Director left in 1993, I was named the Interim Executive Director. They did a national search and I was an internal candidate. The Board ended up choosing me for the permanent position. I don’t know that it is necessary to have held several positions before being elevated to the Executive Director job at the same organization or even to move to a CEO job outside where you are. I do think it is important that you participate in senior management in whatever job you are doing so that you can demonstrate a knowledge and have experience with the bigger picture, budgeting, staff management, etc. Transitioning from one focus area to being the CEO responsible for everything is not easy, but it helps if you have participated in decisions along with the CEO and have a sense of what is going on at the top.
Question: To whom and how should you start expressing your interest in becoming an Executive Director/CEO?
LM: Performance reviews or one-one-one periodic planning sessions with your supervisor are an ideal time to share your long-term career goals. A good manager should inquire about where you’d like to see yourself in the future so take that opportunity if it presents itself. If not, be open about sharing your goals and inquiring about opportunities for advancement within your organization and what you should be doing to best position yourself for growth. Making it clear that you’d like to know what you can do to be more of an asset to the organization is key. I would caution against demonstrating such aggressive ambition that it appears you’d like to go after someone else’s position – that will not serve you well – instead, use this as a chance to express your desire to help further the organization’s goals and be a larger part of its future success.
SR: There is no one-size fits all answer to this question – every association is different, and you have to be mindful of your organization’s culture and potential political impacts to yourself and others. Ideally you would start a brand-new role by building a relationship with your supervisor that is open, collaborative, and transparent about your future career aspirations at that organization or others. When interviewing for a position you should be evaluating that organization, your employer, and future team members just as carefully as they are you. Set yourself up for success from the beginning. If you are not in an ideal environment then utilize annual performance evaluations and coaching meetings as opportunities to seek advice about career advancement. This can come in the form of asking for a new role or additional responsibilities to add to your skill sets. You should never keep future aspirations a secret but have direct conversations up the management chain and within the appropriate setting.
SS: I encourage open and honest communication. Great leaders appreciate the opportunity to prepare staff for advancements in their careers. Find a mentor; and remember that it can be someone within or outside of your current association. Attend TSAE events where you can meet others who share similar interests. Even if it’s a personal investment, consider studying for your CAE and join other association committees.
DW: It is a good idea to maintain contacts and relations with search firms. Get on their radar. If they contact you to help them find candidates for a search, be helpful and send them some names. If you have a really good relationship with your boss, you might let him or her know of your career interest in being a CEO. There is a member of my senior management team who has worked with me for many years and is very talented. I have told him I will support him whenever the right opportunity comes along for him to be a CEO candidate.
Question: How would you position yourself so your fellow colleagues and senior leadership see you as a leader?
LM: This really is a very simple formula and one that has not changed over time. This is not about maneuvering or leveraging, it’s simply about being present and being who you are. Leaders get noticed. The things that have always made an employee stand out are the same as they’ve always been. Here are just a few of the things that get the attention of others in your organization: Be part of getting things done and making things happen even when you have to overcome obstacles to do so, work well with others and always have a positive attitude, genuinely care about what you do and about the mission of your organization, exhibit that “get it” factor, see the big picture and the little picture and everything in between. It’s also critical to be the person who has solutions and not just an identifier of problems, to keep learning all you can and never think you know it all, to stay humble and be a good role model for others, to not only be a team player but to ensure that the team succeeds, to have well-honed communication and diplomacy skills, to not only excel at your core job responsibilities but to always go that extra mile, to pitch in anywhere you are needed and never think a job is too small for you, to be innovative and creative and resourceful, and of course, be honest, trustworthy and unfailingly dependable. The list goes on, but you get the picture – it’s not rocket science – it’s about, well, being a leader. Consistently exhibiting this behavior will work I assure you. And just as confidently, I can tell you that what doesn’t work is tooting your own horn, being overt about seeking or demanding recognition or being too aggressive or impatient about your goals. Do good work, stand out from the crowd, be patient and you will get noticed. I promise.
SR: Think of yourself as the star quarter-back on the team. What does this player do? They are early to meetings and come prepared and ready to engage. They are supportive of their colleagues. They back up management and are positive even in challenging situations. They offer to take on additional projects to help the team and find ways to solve problems or identify additional resources. When senior leaders identify a team member who is sought out by others they know that you are a person they can count on. I think the key ingredient of a potential leader is that they not only demonstrate ownership, but they exude it. If you are passionate about your mission and the work your team is doing – it will show.
SS: Looking for ways to pitch in and being genuine with your actions goes a long way. There are ample opportunities to be proactive about taking on additional tasks. Leaders and those in powerful positions recognize those who are genuinely invested. Be a team player and understand that no task is too small. For example, offer to help with event set up, or take out the trash, even if it’s not in your “job description.”
DW: First and foremost, be an excellent performer at whatever you do. Maintain good relations with other staff and your Board. Doing presentations at meetings and writing articles for association or industry publications are good ways to stand out to others as someone who is knowledgeable and motivated. Having a network of friends and colleagues at other organizations can be helpful. Some in your organization may be impressed that you have a range of contacts. Getting your CAE or advanced degree is helpful.
Question: Those who are employed by the same organization for many years may find that it is difficult to demonstrate new skills and abilities, especially when opportunities for growth within the organization are limited and coworkers’ perceptions of those individuals may be based on earlier skill sets and entry-level positions. What are some tips and techniques to help someone apply new skills, be heard (valued), and make contributions worthy of advancing?
LM: It is common in small associations with limited positions for advancement to not be as clear cut as it is within larger organizations. Positions may rarely come open. For that reason, I’m a big proponent of what I term, “growing within your position.” That is certainly the path I took at my association. My title and role in the organization changed over time when it became obvious I had taken on lots more responsibility in my current position. I was able to be part of shaping my new role. So, I’d strongly suggest finding ways to make yourself more valuable in your current position by taking the initiative to take on more responsibility and apply more skills. Don’t get too hung up on waiting to be promoted to a specific position, but rather find ways to enhance the position you are in and make yourself more valuable and eventually the advancement will happen.
SR: An employee needs to be their own advocate. Find opportunities to share your successful results on a regular basis to a wide audience of senior leadership and general staff. Offer to mentor and coach newer employees one-on-one in the association. If your skill sets and knowledge base are applicable to a more general staff audience, offer to provide staff trainings or member presentations. Brand yourself as an association or subject matter expert. Taking on new responsibilities that are totally unrelated to your core job is also an opportunity to increase your profile. Many organizations are cross-training across departments and if your association isn’t currently doing this, try suggesting it to a senior leader. If you have long tenure in your organization, your credibility is likely high and you should make your goals known to your employer – ask their advice for your progression and actively pursue new opportunities that come up.
DW: Be a team player. Offer to take on new and difficult assignments. Help others be successful with things that are difficult. If you are seen as a “go-to” person, you may be able to get beyond the more limited perception people have of you. Let your interest in taking on more responsibility be known to your boss and the CEO. If someone is talented and making a good contribution to an organization, the fact that they have ambition is not a bad thing. Many associations will do whatever they reasonably can to keep such an employee engaged and not looking elsewhere for a job.
Question: What were you most surprised with once you stepped into the CEO position? What didn’t anyone tell you before you started that a CEO-hopeful might like to know?
LM: That no matter how ready you think you are, you will never fully be ready, and that’s okay. I had been in a second in command position for many years and served as interim before I took on the position of CEO, but it was still a quantum leap once I stepped into those shoes. It was quite humbling. The level of responsibility is bigger than you ever imagined and there’s so much you still have to learn. And the learning never ends and that’s ultimately what makes it such a gratifying and rewarding position. That challenge to continually stretch and challenge yourself in order to serve your membership is what keeps you coming to work every day. If it is something you think you have the right stuff for, then do all you can to prepare and then take the leap. You won’t regret it!
SR: Plan on using Sunday afternoons to get yourself in order, once Monday hits you’d better be ready to go! Also, always expect a member or board member to pop in, you never know when they will, and you want to be gracious and able to spend at least a few minutes with them.
SS: With a background that required me to juggle many tasks at once, there wasn’t much that truly surprised me. This doesn’t mean it’s easy! A lot of thought should be given before accepting a position of executive leadership. Having a servant’s heart and humility gets you far. It can’t be said enough because it’s the truth: The buck stops with you!
DW: I went from managing two people to being responsible for several hundred. I often joke that management would be a great gig if you just did not have to manage any unproductive and problematic staff. There have been times when it was much more stressful and unpleasant handling difficult staff issues than I imagined before I was in the CEO job.
At our final Leadership TSAE session of 2017, we hosted three association CEOs and Executive Directors to take questions from our Leadership participants about what it takes to achieve the top paid position at an association. We asked executives Leslie Midgley, CAE, Executive Vice President and CEO, Texas Land Title Association; Shirley Robinson, CAE, President and CEO, Texas Healthcare Trustees; Sam Stinnett, Executive Director, Texas Association of Nurse Anesthetists; and Dean Wilkerson, CAE, Executive Director, American College of Emergency Physicians, to share their responses with Association Leadership.
Question: What other association positions did you have before becoming an executive director? Should you consider doing a variety of positions prior to the top paid position in an association, and if so, how do you easily transition from one focus to another?
Leslie Midgley (LM): Over the 35 years I’ve worked at TLTA, I’ve been involved in virtually every aspect of the association – including communications, accounting, meeting planning, HR, membership, operations, volunteer management and government relations. Originally, we were such a small staff that I wore multiple hats. Over time I had the opportunity to take on additional roles and responsibilities. At a small association that’s easy to accomplish and I’ve found it to be invaluable and would highly encourage anyone interested in a CEO position to seek as much expertise across departmental lines as possible. Knowing what it takes to do a variety of jobs and understanding the overall scope of operations is critical to being successful in a CEO position. Even if you don’t actually change positions, I’d encourage you to be very intentional about getting out of your silo and gaining as much understanding of the other programming and functional areas of your association as you can. Be curious, ask questions, offer to assist other teams, and gain as much expertise as you can. Having a well-rounded bank of knowledge and skills is what Boards are looking for in a leader, so jump out there and learn it all.
Shirley Robinson (SR): I’ve had the good fortune to have spent my entire 20-year career in associations and nonprofits, and I have been able to touch almost every aspect of the organizations where I’ve worked. I’ve worked in community-based chapter offices of a large national nonprofit in variety of roles doing everything from bookkeeping and payroll to running a call center to producing live television and interacting with major donors. I’ve been on the education, membership, sponsorships and publications side at associations and worked with many committees and boards. Each experience has been a unique professional development opportunity. I think what’s helped me to link these roles to one another and help transition between them is keeping a member-centric perspective. In looking through the lens of the member or your constituency you can prioritize the organization’s mission and vision and ensure that what you are doing reflects their needs. If you approach each new role or job you have as an opportunity – a pathway to the next role – then you can keep an open mindset to your future.
Sam Stinnett (SS): One of the great things about working in the association world is that there are a variety of experiences and skill sets that will lead to success. For example, I have a legislative and public affairs background. My association desired an Executive Director with knowledge of the Texas Legislature and with my background, it was a great fit. For those already working in the non-profit sector, gaining experience in multiple roles is good preparation. As an association of two full-time employees, we wear many hats, and have found that developing a background in several areas is certainly beneficial.
Dean Wilkerson (DW): I left private law practice in 1990 to become the General Counsel of Mothers Against Drunk Driving (MADD). I was a member of the senior management team and worked closely with the board of directors. When our Executive Director left in 1993, I was named the Interim Executive Director. They did a national search and I was an internal candidate. The Board ended up choosing me for the permanent position. I don’t know that it is necessary to have held several positions before being elevated to the Executive Director job at the same organization or even to move to a CEO job outside where you are. I do think it is important that you participate in senior management in whatever job you are doing so that you can demonstrate a knowledge and have experience with the bigger picture, budgeting, staff management, etc. Transitioning from one focus area to being the CEO responsible for everything is not easy, but it helps if you have participated in decisions along with the CEO and have a sense of what is going on at the top.
Question: To whom and how should you start expressing your interest in becoming an Executive Director/CEO?
LM: Performance reviews or one-one-one periodic planning sessions with your supervisor are an ideal time to share your long-term career goals. A good manager should inquire about where you’d like to see yourself in the future so take that opportunity if it presents itself. If not, be open about sharing your goals and inquiring about opportunities for advancement within your organization and what you should be doing to best position yourself for growth. Making it clear that you’d like to know what you can do to be more of an asset to the organization is key. I would caution against demonstrating such aggressive ambition that it appears you’d like to go after someone else’s position – that will not serve you well – instead, use this as a chance to express your desire to help further the organization’s goals and be a larger part of its future success.
SR: There is no one-size fits all answer to this question – every association is different, and you have to be mindful of your organization’s culture and potential political impacts to yourself and others. Ideally you would start a brand-new role by building a relationship with your supervisor that is open, collaborative, and transparent about your future career aspirations at that organization or others. When interviewing for a position you should be evaluating that organization, your employer, and future team members just as carefully as they are you. Set yourself up for success from the beginning. If you are not in an ideal environment then utilize annual performance evaluations and coaching meetings as opportunities to seek advice about career advancement. This can come in the form of asking for a new role or additional responsibilities to add to your skill sets. You should never keep future aspirations a secret but have direct conversations up the management chain and within the appropriate setting.
SS: I encourage open and honest communication. Great leaders appreciate the opportunity to prepare staff for advancements in their careers. Find a mentor; and remember that it can be someone within or outside of your current association. Attend TSAE events where you can meet others who share similar interests. Even if it’s a personal investment, consider studying for your CAE and join other association committees.
DW: It is a good idea to maintain contacts and relations with search firms. Get on their radar. If they contact you to help them find candidates for a search, be helpful and send them some names. If you have a really good relationship with your boss, you might let him or her know of your career interest in being a CEO. There is a member of my senior management team who has worked with me for many years and is very talented. I have told him I will support him whenever the right opportunity comes along for him to be a CEO candidate.
Question: How would you position yourself so your fellow colleagues and senior leadership see you as a leader?
LM: This really is a very simple formula and one that has not changed over time. This is not about maneuvering or leveraging, it’s simply about being present and being who you are. Leaders get noticed. The things that have always made an employee stand out are the same as they’ve always been. Here are just a few of the things that get the attention of others in your organization: Be part of getting things done and making things happen even when you have to overcome obstacles to do so, work well with others and always have a positive attitude, genuinely care about what you do and about the mission of your organization, exhibit that “get it” factor, see the big picture and the little picture and everything in between. It’s also critical to be the person who has solutions and not just an identifier of problems, to keep learning all you can and never think you know it all, to stay humble and be a good role model for others, to not only be a team player but to ensure that the team succeeds, to have well-honed communication and diplomacy skills, to not only excel at your core job responsibilities but to always go that extra mile, to pitch in anywhere you are needed and never think a job is too small for you, to be innovative and creative and resourceful, and of course, be honest, trustworthy and unfailingly dependable. The list goes on, but you get the picture – it’s not rocket science – it’s about, well, being a leader. Consistently exhibiting this behavior will work I assure you. And just as confidently, I can tell you that what doesn’t work is tooting your own horn, being overt about seeking or demanding recognition or being too aggressive or impatient about your goals. Do good work, stand out from the crowd, be patient and you will get noticed. I promise.
SR: Think of yourself as the star quarter-back on the team. What does this player do? They are early to meetings and come prepared and ready to engage. They are supportive of their colleagues. They back up management and are positive even in challenging situations. They offer to take on additional projects to help the team and find ways to solve problems or identify additional resources. When senior leaders identify a team member who is sought out by others they know that you are a person they can count on. I think the key ingredient of a potential leader is that they not only demonstrate ownership, but they exude it. If you are passionate about your mission and the work your team is doing – it will show.
SS: Looking for ways to pitch in and being genuine with your actions goes a long way. There are ample opportunities to be proactive about taking on additional tasks. Leaders and those in powerful positions recognize those who are genuinely invested. Be a team player and understand that no task is too small. For example, offer to help with event set up, or take out the trash, even if it’s not in your “job description.”
DW: First and foremost, be an excellent performer at whatever you do. Maintain good relations with other staff and your Board. Doing presentations at meetings and writing articles for association or industry publications are good ways to stand out to others as someone who is knowledgeable and motivated. Having a network of friends and colleagues at other organizations can be helpful. Some in your organization may be impressed that you have a range of contacts. Getting your CAE or advanced degree is helpful.
Question: Those who are employed by the same organization for many years may find that it is difficult to demonstrate new skills and abilities, especially when opportunities for growth within the organization are limited and coworkers’ perceptions of those individuals may be based on earlier skill sets and entry-level positions. What are some tips and techniques to help someone apply new skills, be heard (valued), and make contributions worthy of advancing?
LM: It is common in small associations with limited positions for advancement to not be as clear cut as it is within larger organizations. Positions may rarely come open. For that reason, I’m a big proponent of what I term, “growing within your position.” That is certainly the path I took at my association. My title and role in the organization changed over time when it became obvious I had taken on lots more responsibility in my current position. I was able to be part of shaping my new role. So, I’d strongly suggest finding ways to make yourself more valuable in your current position by taking the initiative to take on more responsibility and apply more skills. Don’t get too hung up on waiting to be promoted to a specific position, but rather find ways to enhance the position you are in and make yourself more valuable and eventually the advancement will happen.
SR: An employee needs to be their own advocate. Find opportunities to share your successful results on a regular basis to a wide audience of senior leadership and general staff. Offer to mentor and coach newer employees one-on-one in the association. If your skill sets and knowledge base are applicable to a more general staff audience, offer to provide staff trainings or member presentations. Brand yourself as an association or subject matter expert. Taking on new responsibilities that are totally unrelated to your core job is also an opportunity to increase your profile. Many organizations are cross-training across departments and if your association isn’t currently doing this, try suggesting it to a senior leader. If you have long tenure in your organization, your credibility is likely high and you should make your goals known to your employer – ask their advice for your progression and actively pursue new opportunities that come up.
DW: Be a team player. Offer to take on new and difficult assignments. Help others be successful with things that are difficult. If you are seen as a “go-to” person, you may be able to get beyond the more limited perception people have of you. Let your interest in taking on more responsibility be known to your boss and the CEO. If someone is talented and making a good contribution to an organization, the fact that they have ambition is not a bad thing. Many associations will do whatever they reasonably can to keep such an employee engaged and not looking elsewhere for a job.
Question: What were you most surprised with once you stepped into the CEO position? What didn’t anyone tell you before you started that a CEO-hopeful might like to know?
LM: That no matter how ready you think you are, you will never fully be ready, and that’s okay. I had been in a second in command position for many years and served as interim before I took on the position of CEO, but it was still a quantum leap once I stepped into those shoes. It was quite humbling. The level of responsibility is bigger than you ever imagined and there’s so much you still have to learn. And the learning never ends and that’s ultimately what makes it such a gratifying and rewarding position. That challenge to continually stretch and challenge yourself in order to serve your membership is what keeps you coming to work every day. If it is something you think you have the right stuff for, then do all you can to prepare and then take the leap. You won’t regret it!
SR: Plan on using Sunday afternoons to get yourself in order, once Monday hits you’d better be ready to go! Also, always expect a member or board member to pop in, you never know when they will, and you want to be gracious and able to spend at least a few minutes with them.
SS: With a background that required me to juggle many tasks at once, there wasn’t much that truly surprised me. This doesn’t mean it’s easy! A lot of thought should be given before accepting a position of executive leadership. Having a servant’s heart and humility gets you far. It can’t be said enough because it’s the truth: The buck stops with you!
DW: I went from managing two people to being responsible for several hundred. I often joke that management would be a great gig if you just did not have to manage any unproductive and problematic staff. There have been times when it was much more stressful and unpleasant handling difficult staff issues than I imagined before I was in the CEO job.
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