What do you do if your boss in a nonprofit leadership position is unsupportive and uncollaborative?

First, I would meet with this leader and understand his/her pain points. In my experience, people don't ask the correct questions up front. A few examples: -What is your number one problem in this npo? -What would you like to see done that isn't? -How can we support you in achieving what your number one issue is? -When we help you solve for this issue, can we tackle one of the other issues that we are struggling with? #ServantLeadership

Antes de actuar, es esencial evaluar la situación y comprender las razones detrás del comportamiento poco colaborativo de tu jefe en una posición de liderazgo sin fines de lucro. Busca entender si hay problemas personales, de comunicación o expectativas mal alineadas. Al adoptar una perspectiva comprensiva y empática, podrás abordar la situación de manera más efectiva y constructiva.

Leadership is an interesting word to separate and see how one part is the "front" and the other is the "completing part". It takes a Captain of a vessel to guide the ship and a crew of dedicated, versatile and knowledgeable people to keep it moving in the right direction. An organization isn't run from the top down, it's run from the inside out, each part is important to the development and results of the whole.

Cultural alignment is key when dealing with an unsupportive, uncollaborative boss in a nonprofit. Emphasizing a culture of open communication, mutual respect, and alignment with the organization's mission can foster a more supportive environment. This approach encourages dialogue focused on shared goals, potentially influencing a change in leadership behavior towards collaboration. Understanding the reasons behind the boss's stance, within a framework of empathy and common objectives, can lead to constructive solutions that resonate with the nonprofit's values, benefiting both the individual and the organization.

I often hear the story "My non-profit boss is unsupportive and uncollaborative" in the Singapore social sector and you can often find these comments in entries on Glassdoor. Whenever I am asked to do some coaching in this area, I speak about communications. When faced with this situation, it is best to request a face-to-face meeting so that both of you are given a chance to discover the root cause of the problem and attempt to solve it. Be prepared with some questions and also key observations (Failing to plan in this case is equal to planning to fail as it can be a very sensitive conversation).

Al comunicar tus necesidades a tu jefe en una posición de liderazgo sin fines de lucro, es crucial mantener la calma y la profesionalidad. Solicita una reunión para expresar tus inquietudes y sugerencias de manera respetuosa, utilizando ejemplos específicos para respaldar tus puntos. En lugar de culpar o criticar, enfócate en encontrar soluciones colaborativas que beneficien a ambas partes y fortalezcan la relación de trabajo.

I have found that it is a communication style that is perceived to be a barrier, when in fact the leader may think they have an “open door” policy when actually that door is closed. My preference that feedback be continual rather than only providing feedback when there is a negative issue that needs to be addressed. By proving both positive and feedback that includes coaching, tends to create less formality and a greater perception that barriers do not exist. Bottom line - provide constant feedback, even if it is just passing down the hall and you are greeted with “nice job on your presentation this morning.” Acknowledgement plays a HUGE role in this issue!

When dealing with an unsupportive and uncollaborative supervisor in a nonprofit leadership role, consider the following additional points: Create a network inside and outside your organization to seek advice, guidance, and support from colleagues and experts who can provide insights and assistance in navigating difficult circumstances. Recognize typical management hazards and grasp the many sorts of poor bosses so you can better solve the unique difficulties you face. If expedient, have a productive talk with your manager about the unsupportive behavior and its influence on your work environment.

I think it is important to define what unsupportive and not collaborative actually looks like to the person in need. Communication styles can often be a barrier that hinder needs from being met. What I’ve found is that sometimes there can be a lack of an ability to articulate needs leaving one party believing they have provided the essential support or guidance yet the other party is left with a void. Additionally, collaboration implies a balance or exchange which is not always possible in every situation where leadership decisions are involved. Leadership has to be clear about where input is granted and how feedback is given when input is not applied. Healthy dialogues and a clear understanding of roles is always a good foundation.

If your boss is unsupportive and uncollaborative it is a time for you to build in the silence. Taking a little time to build your skills increases your worth and even if your boss have severe grievances against you, you will be a great a asset in your field One also ought to seek out opportunities to show ones own worth. This may be the only chance of and only if the Boss feels that you are not giving the right value to the organization a d worm that you do.

In addition, you can propose solutions that are focused on the organization's objective to align priorities. you can document conversations and choices to ensure openness and accountability. If the problem does not resolve itself, consider formal resolution methods. As a precaution, update your résumé and start a secret job search. Join a professional association to get peer support and leadership skills.

Most non-profits are governed by a board of directors. It is critical they operate under best practices and fiscal responsibility. While it is not their job to be involved in the daily operations, it is critical that they know what is going on with regard to the executive director (that reports to the board) and how that director relates, interacts and oversees those that work under him/her. If there is dysfunction they should be aware of it. The board should have some understanding of each program under the non-profit and if the program is advancing the mission of the non-profit. Finally they must have the right executive director in place. All of this is essential to retain employees.