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What do you do if your temporary nonprofit leadership position offers inadequate compensation and benefits?

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You may have taken a temporary nonprofit leadership position for various reasons, such as filling a gap, gaining experience, or exploring a new field. However, you may also face some challenges, such as inadequate compensation and benefits, unclear expectations, and limited support. How can you cope with these issues and make the most of your opportunity? Here are some tips to help you navigate your temporary nonprofit leadership role.

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1 Assess your situation

Before you accept or start your temporary nonprofit leadership position, you should assess your situation and clarify your goals. What are your financial needs and preferences? How long do you plan to stay in this role? What are the benefits and drawbacks of working for this organization? What are the skills and knowledge you want to acquire or improve? How will this position fit into your career path? By answering these questions, you can determine if the compensation and benefits offered are acceptable, negotiable, or deal-breakers.

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Geoffrey W.

Principal, Collective Struggle. Shared Leadership Coach, Power Sharing, & Co-Leadership I Advice, Strategy, Design | Movements, Orgs. & Teams I Interim ED I LGBTQ2S+ Leader, Ex.Co-Exec. @GSANetwork
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There are two likely scenarios in this situation: A) If you're a leader stepping up temporarily while someone is on leave or during a search period, you should feel confident requesting the lower end of the salary range for the position you're temporarily filling. B) As an interim or fractional senior leader or executive, the nonprofit should offer a premium for your short-term services due to your expertise. Should you encounter a situation where the board is reluctant to hire you permanently, seeking a "unicorn" candidate instead, while asking you to do the job and is unwilling to compensate you fairly for your interim contributions, it's time to reassess if the organization's values regarding work and leadership are aligned with yours.

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Paul A. Polyfka ??

Kommunikation & Führung – bewusst.wirksam.empathisch | stabil im Wandel | für ambitionierte Ziele | mit Strategie und Klarheit | Empathist @The5Chairs?
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In der Diskussion um unzureichende Vergütungen in gemeinnützigen Organisationen ist ein balancierter Ansatz gefragt. Die intrinsische Motivation, getragen von der Mission der Organisation, spielt eine gro?e Rolle. Doch ein Blick auf den Markt und ein Vergleich mit ?hnlichen Positionen k?nnen wertvolle Einsichten bieten. Kreative L?sungsans?tze, wie flexible Arbeitszeiten oder Fortbildungsm?glichkeiten, k?nnen die Wertsch?tzung erh?hen, ohne die finanziellen Ressourcen zu strapazieren. Offene Gespr?che über Vergütung und Anerkennung f?rdern Transparenz und Engagement.

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2 Negotiate your terms

If you find that the compensation and benefits are not satisfactory, you may have some room to negotiate your terms. For example, you can ask for a higher hourly rate, a stipend, a bonus, or a reimbursement for expenses. You can also request non-monetary benefits, such as flexible hours, remote work, professional development, mentoring, or networking opportunities. However, you should also be realistic and respectful of the organization's budget and mission. Do some research on the market rates and the nonprofit sector standards, and present your case with confidence and evidence.

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Paul A. Polyfka ??

Kommunikation & Führung – bewusst.wirksam.empathisch | stabil im Wandel | für ambitionierte Ziele | mit Strategie und Klarheit | Empathist @The5Chairs?
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Verhandlungen um Vergütungen in gemeinnützigen Organisationen k?nnen herausfordernd sein, doch die Notwendigkeit, qualifizierte Fachkr?fte zu gewinnen, bleibt unbestritten. Oftmals werden Budgetbeschr?nkungen oder tarifliche Bindungen als Hinderungsgründe angeführt, doch diese sollten nicht als unüberwindbare Barrieren gesehen werden. Meine Erfahrung lehrt, dass Flexibilit?t und Kreativit?t in Verhandlungen wesentlich sind. Nicht-monet?re Vorteile wie Flexibilit?t im Arbeitsort und -zeit, berufliche Weiterbildungsm?glichkeiten und Netzwerkzug?nge k?nnen ebenso wertvoll sein. Das Wichtigste ist, zuversichtlich zu bleiben und sich nicht scheuen, den eigenen Wert deutlich zu machen.

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3 Communicate your expectations

Another challenge you may face in your temporary nonprofit leadership position is unclear or unrealistic expectations from the organization, the staff, or the stakeholders. To avoid confusion and frustration, you should communicate your expectations and responsibilities early and often. For example, you can ask for a written contract or agreement that outlines your role, scope, duration, deliverables, and evaluation criteria. You can also set regular meetings with your supervisor, team, or board to update them on your progress, challenges, and feedback. By communicating your expectations, you can establish trust and accountability.

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4 Seek support and resources

As a temporary nonprofit leader, you may also feel isolated or unsupported by the organization or the community. You may lack access to the resources or information you need to perform your duties effectively. To overcome these barriers, you should seek support and resources from various sources. For example, you can reach out to your peers, mentors, or coaches who have experience in similar roles or fields. You can also join online or offline networks or groups that cater to nonprofit leaders or temporary workers. By seeking support and resources, you can enhance your skills and confidence.

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5 Showcase your value and impact

Finally, you should showcase your value and impact as a temporary nonprofit leader. You should document your achievements and contributions to the organization and the cause. You should also share your insights and recommendations for improvement or sustainability. You can use various methods to showcase your value and impact, such as creating a portfolio, writing a report, giving a presentation, or updating your resume or LinkedIn profile. By showcasing your value and impact, you can demonstrate your professionalism and credibility.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Maged Alshammari Msc, C-KPI, SBP, CInP, GRC

Strategy Advisor @ The Strategic Office of His Excellency the Minister of Health | Safety & Quality & Informatics
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Start by having a conversation with the organization's leadership. Express your concerns professionally and provide evidence supporting your request for better compensation and benefits. Offer potential solutions, such as adjusting responsibilities or seeking additional funding sources. If negotiation isn't successful, consider the value of the experience gained versus the financial sacrifice. Explore opportunities for supplemental income or benefits outside the organization. Ultimately, prioritize your financial stability and career advancement when making decisions about your continued involvement in the position.

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Dr. Femi Ogunrinde C.Dir, ASC

President & Board Chair @CMHA, SK President & Board Chair @ Turning Leaf Services | Harvard Certified Medical Writer| Chartered Director of Nonprofit and For profits| Operating in Justice,Health & Education Ecosystems
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When faced with limited income and benefits in a temporary nonprofit leadership role, You must not underrate the power of negotiation. Do your research and come up with something concrete that can be backed with facts across similar nonprofit organization. Don't be combative but with an attitude of humility. Consider also the long-term possibilities for development and advancement in the nonprofit sector to help guide your decision-making. Seeking mentorship and help from experienced nonprofit executives to address salary and benefits issues

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Paul A. Polyfka ??

Kommunikation & Führung – bewusst.wirksam.empathisch | stabil im Wandel | für ambitionierte Ziele | mit Strategie und Klarheit | Empathist @The5Chairs?
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Es ist ebenso entscheidend zu erkennen, wann eine Position trotz Verhandlungen nicht angetreten werden sollte. Wenn in den Gespr?chen Geiz oder übermut die Oberhand gewinnen und ein Kompromiss auf wackeligem Fundament steht, deutet dies auf eine unsichere Basis für eine langfristig fruchtbare Zusammenarbeit hin. In solchen F?llen ist es ratsam, von dem Angebot Abstand zu nehmen und weiter nach einer Gelegenheit zu suchen, die besser zu den eigenen Werten und Bedürfnissen passt. Ein passender Hafen, der Wertsch?tzung und faire Bedingungen bietet, ist für eine erfüllende berufliche Laufbahn unerl?sslich.

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What do you do if your temporary nonprofit leadership position offers inadequate compensation and benefits?

1

2

3

4

5

6

1 Assess your situation

2 Negotiate your terms

3 Communicate your expectations

4 Seek support and resources

5 Showcase your value and impact

6 Here’s what else to consider

Non-profit Leadership

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What do you do if your temporary nonprofit leadership position offers inadequate compensation and benefits?

1

2

3

4

5

6

1 Assess your situation

2 Negotiate your terms

3 Communicate your expectations

4 Seek support and resources

5 Showcase your value and impact

6 Here’s what else to consider

Non-profit Leadership

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