Hiring Right – What Nonprofit Boards Need to Know Before Appointing Their Next Executive Director
- Brainz Magazine
- 9 hours ago
- 4 min read
Written by Delia Grenville, Coach, Speaker & Consultant
Delia Grenville, Ph.D., is the Founder and CEO of Slyn Consulting, where she’s spent over 25 years helping leaders and teams navigate the ups and downs of business and life. As a certified coach and host of the To Live List podcast, she’s all about real talk, growth, and making things happen.
When it comes to nonprofit leadership, few decisions carry more weight than hiring the right executive director. Yet, too often, boards approach this critical step with good intentions but limited strategy, resulting in costly missteps. In this interview, I, Delia Grenville, Ph.D., a business consultant, certified coach, and Board Chair of Carpe Mundi, sit down with Yvette Kelly-Fields, a respected nonprofit strategist and founder of Yvette Kelly-Fields and Associates. With over three decades of experience in mission-driven leadership, Yvette brings clarity, candor, and practical solutions to one of the most critical decisions any board can make. Together, we unpack the five most common mistakes and the forward-looking remedies that support better hires and stronger organizations.
Yvette, thanks for making time. You've worked with nonprofits in nearly every stage of growth and change. What led you to spotlight the hiring of executive directors?
I've seen firsthand how a board's hiring decision can shape or shake an organization's future. Too often, boards aren't equipped with the tools or the awareness they need to hire with confidence and clarity. The role of the ED is foundational. If that decision isn't handled well, it creates challenges that ripple throughout the organization.
You outlined five common mistakes boards make. The first one really stood out: underestimating the importance of fundraising expertise. Can you say more?
Absolutely. Boards often hire an ED with strong operational skills but little to no fundraising capacity. That's a problem. The ED isn't just an internal manager; they're the chief fundraising officer. They need to cultivate relationships and bring in resources. Ideally, the ED should spend at least 25% of their time on fundraising. When boards underestimate fundraising expertise, financial instability follows.
That makes sense. Your second point hiring based on personal familiarity or limited references—can be tricky terrain.
It is. Nonprofits are often close-knit, and boards sometimes lean on personal connections. But hiring friends or skipping a complete reference check is risky. You need a balanced view. That means speaking to a range of people, especially those who may have had a challenging experience with the candidate. You want insight into how someone leads under pressure, not just when things are going well.
That connects directly to mistake three: not having a thorough vetting process.
Right. Many boards treat the hiring process as a formality. But without a structured, robust evaluation including interviews, scenario testing, and team feedback, you're relying on instincts instead of evidence. If the board lacks the know-how, it should bring in outside help. There's no shame in asking for guidance; it shows a commitment to getting it right.
Let's talk about planning. You've warned against hiring an ED without a strategic, financial, or operational plan. What's the consequence?
Confusion. Disappointment. Misalignment. If you haven't defined your strategy or financial direction, your new ED will fly blind. Before hiring, boards must do the foundational work, set goals, raise the necessary funds, and create alignment. That way, your new leader steps in with clarity and can focus on execution, not triage.
And finally, we get to compensation. You're directly saying that boards often underpay for the role. What's your take on how to fix that?
Boards default to "what we can afford" instead of "what this role requires." But you can stretch. You can revisit your budget, raise additional funds, or apply for capacity-building grants. I encourage board members to contribute personally sometimes; it's about each person putting in an extra $5,000 to close the gap. It's a mindset shift. You can't afford not to pay a strong ED what they're worth.
That's a powerful call to action. If a board is starting the ED hiring process tomorrow, what's your final advice?
Slow down and prepare. Define the role. Align your leadership. Don't default to convenience hire for capacity and vision. The success of your mission depends on it.
"If you want an executive director who can lead, fundraise, and grow the organization, you have to be willing to pay for that level of talent. Boards need to stop hiring for what they can afford and start hiring for what they need." — Yvette Kelly-Fields
What every nonprofit board should ask before hiring an ED
Have we defined our strategic, financial, and operational goals?
Are we prioritizing fundraising capacity in this hire?
Have we built a comprehensive, unbiased vetting process?
Are we compensating in alignment with the role's responsibilities?
Are we hiring for vision and values, not just familiarity or comfort?
Tip from Yvette: If you're unsure how to evaluate ED candidates, bring in a hiring consultant with nonprofit experience. It's an investment in your organization's future.
About Yvette Kelly-Fields
Yvette Kelly-Fields is a veteran nonprofit leader and the founder of Yvette Kelly-Fields and Associates. With over 30 years of experience leading multi-million-dollar agencies and advising boards, she helps mission-driven organizations strengthen leadership, governance, and sustainability. Yvette specializes in strategic planning, board development, and executive transitions, offering a grounded, equity-centered approach to nonprofit growth.
About the Interviewer
Delia Grenville, Ph.D., is a business consultant and certified coach who has held executive leadership roles at Fortune 100 companies, including Intel and Oracle. She is the Board Chair of Carpe Mundi, an organization that provides scholarships and experiential learning opportunities for students from lower-income backgrounds. Delia is also the Founder and CEO of Slyn Consulting and the podcast host of To Live List®, where she explores leadership, transformation, and the art of living with purpose.
Delia Grenville, Coach, Speaker & Consultant
Delia Grenville is the Founder and CEO of Slyn Consulting, where she helps organizations cultivate inclusive and high-performing workplace cultures. With over two decades of experience at companies like Oracle and Intel, Delia brings a strategic and holistic approach to addressing complex organizational challenges. She holds a Ph.D. in Industrial and Systems Engineering and is a certified Integral Coach, blending technical expertise with a deep understanding of workplace dynamics. Delia is committed to fostering environments where leaders and teams can thrive.
