Nonprofits and the Culture Conundrum

by Josh Jacobson

Here at Next Stage, we talk a lot about nonprofit strategy. Seriously, so much. Click around our website, and you’ll see thoughtfully crafted pages and myriad blog posts outlining our approach to strategic planning, resource development, talent acquisition and operational excellence. But there’s one area of nonprofit strategy that we don’t think we’ve fully explored just yet, and that’s nonprofit organizational culture.

You might be wondering: just how important is it that nonprofits develop an intentional organizational culture?

In a word: essential.

At a time when so many external pressures are conspiring to disrupt the nonprofit business model, the existence — and protection — of organizational culture is a great stabilizing force that can overcome rough seas and serve as connective tissue for stakeholders.

Making the Intangible Tangible

First, a definition. What is culture? I’m picturing my relative who hates what he perceives to be “touchy feely” phrases. I joke with him, “let’s talk about our feelings.” It’s an easy way for me to clear the room.

But organizational culture isn’t some esoteric thing. Far from it. It’s a system of shared assumptions and beliefs that govern how people behave in a particular organization. Any group of people has a culture, even if it is somewhat unexamined or undefined. For example, your group of best friends has a culture based on what you agree is important and how you treat each other – in fact, it’s probably why they are your friends in the first place.

Given their structure, as organizations made up of dedicated volunteers and staff with assumptions and beliefs of their own, nonprofits inherently have cultures, too. But they desperately need to do a better job of defining and protecting their cultures. “To join this organization is to ascribe to these values and guiding principles.”

If your mission is the “what,” then culture (defined by guiding principles and reinforcing processes) is the “how.” Given this definition, no one should be able to represent your organization without first affirming their alignment with a set of core beliefs.

Is that your experience, fellow nonprofit do-gooder? Did you have to take an oath of office? Pinky pledge to hold up a set of values? Was anything like that even remotely discussed with you before you took the job, joined the board or engaged as a volunteer?

No? Well, that’s not all that surprising.

One would think nonprofits would be pretty good at this given their missions, but the truth is that some have allowed the social good brand of nonprofits generally to serve as a surrogate for intentional culture development. And that simply isn’t good enough.

Downside Risk

I could try to convince you why organizational culture should be a priority in your nonprofit by looking at the positives: how it creates increased productivity, how it engenders longer staff tenures and mobilized board members (yes, board members who fundraise), and how it leads to positive community perception. Sure, I could do that.

But what I’ve found working with countless nonprofits is this: culture is a rarely examined concept until it becomes a problem. It’s when productivity begins to wane, staff and board members are exhausted and no longer engaged, and the community has stopped paying attention. That’s when many organizational leaders dust off their handbooks and turn to the section on values and guiding principles.

As I promise any healthy organization exuding positivity right now – if current conditions are not undergirded by an intentional framework of values, guiding principles and processes that reinforce them, the good times can indeed come to an end.

The Culture Conundrum

The real challenge for many nonprofits lies in the assumption that culture is a destination rather than an ongoing process. It is insufficient to set organizational culture once, codify processes and then move on. Organizational culture is influenced by everyone who touches it, and while a set of shared beliefs need to be affirmed, change should be factored in too. New generations of donors, volunteers and staff members should help to influence organizational culture – not to knock it off its path, but to help reshape and guide it to contemporary relevance.

And this is where the conundrum is most pronounced in the nonprofit sector. When was the last time the topic of culture came up at a board meeting or staff meeting? And beyond these important voices, how are all of an organization’s constituents invited to continually inform and help shape the organizational culture?

What I tend to see a lot of is the exact opposite. Does your organization ascribe to the “my way or the highway” approach to top-down management? Does the Executive Director or management team exert its will as in a fiefdom? Does the board make decisions arbitrarily, without involving staff content experts? Are volunteers seen but rarely heard? Any of this sound familiar?

The culture conundrum suggests that the development and maintenance of organizational culture is an ongoing, never-ending effort, and that external and internal change is likely to continually inform how values and guiding principles – the building blocks of organization culture – are deployed in real-time.

This needn’t be a scary topic. In fact, it should be downright liberating. Drop me a line if you’d like to discuss.

Why Next Stage Is The Right Talent Search Partner

by Tanya Varanelli

We hear from nonprofit organizations all the time about their challenges in recruiting strong candidates for critical roles. Having spent my career in talent recruitment, I know what it takes to develop relationships with skilled, mission-driven individuals to ensure they are matched with the right organization and are poised to make a positive impact in their community. Next Stage brings a unique perspective to the search for talent and can be a competitive edge for savvy organizations in the battle for the best talent.

Who We Are

Next Stage was founded to ensure nonprofits and social cause start-ups in the Carolinas have access to affordable, high-quality consulting services to help them “get to the next level”. The firm brings much experience in helping nonprofits strengthen operations, encourage buy-in and harness resources.

We have led engagements with more than 120 nonprofit organizations throughout the Carolinas including many executive searches in the Charlotte region.

Why Choose Next Stage For Search Advisory Services

Having Next Stage lead your search will result in a stronger understanding of the candidate attributes important to the organization’s success and a trusted advocate in the community developing a robust pool of traditional and non-traditional candidates.

  • Commitment to Clients – Next Stage works selectively with a limited number of nonprofits to guarantee all clients receive expert counsel. We understand that each nonprofit is different and requires assessment and discernment ahead of search, aligning near-term needs with long-term organizational goals.  In partnership with search committees, we design and implement search strategies to ensure alignment of the right talent and organization.
  • In-Depth Services – Next Stage is well-positioned to help you find the right talent to continue the important work of your organization. We approach search through the lens of strategy. We are less likely to be a first choice when seeking to fill a role during a period of “business as usual”. Next Stage is most attracted to search work when an organization has reached an inflection point and sees a need for talent to help it achieve a new chapter of the organization’s work.
  • Creative Talent Solutions – We are well-versed in three pools of talents – Charlotte’s strongest nonprofit talent, individuals who have recently relocated to the Charlotte area from best practice nonprofit environments in other cities, and private sector leaders who are considering a shift to the social good sector.
  • Network in the Carolinas – The firm has worked with many organizations, community leaders and philanthropists throughout the Carolinas. Next Stage understands the importance of community and works with clients to expand the stakeholder pool. Our team has deep expertise in partnering with a wide range of organizations in the region.
  • Commitment to Onboarding – Sourcing great talent is only part of the equation and ensuring a new staff hire is well-positioned for success is a priority for Next Stage. This is the firm’s goals for customized onboarding efforts which include the development of key performance indicators.

Our Results

As noted in a recent blog post, we believe recruiting the right talent is critical for our area nonprofits. We have been proud of the many executive director and resource development searches we have completed over the past few years, with individuals like Patricia Massey Hoke (Women’s Impact Fund), Banu Valladares (Charlotte Bilingual Preschool), Kris Cole (Carolina Raptor Center), David Samson (Sustain Charlotte), Lara Ingram (Mooresville Soup Kitchen) and Jenny Prince (Lupus Foundation of America, Charlotte Chapter) serving as a testament to staying power when the right talent meets an organization where the alignment is ideal.

Want to learn more? Are you considering a search and need help developing a rigorous process to assess candidates? Reach out and let’s talk:

About the Author: Tanya Varanelli

Tanya Varanelli brings a background in nonprofit recruitment and search operations to the Next Stage team. She is focused on sourcing talented leaders for Charlotte’s thriving nonprofit community.

Tanya spent several years working for Koya Leadership Partners, a national executive search firm serving nonprofits, where she recently served as Director of Research and Special Projects. Prior to joining Koya, Tanya was Associate Director of Recruitment at The Broad Center, where she helped recruit and train executive leadership talent to become urban school district leaders.  Tanya’s previous recruiting experience includes positions with DIRECTV, and Bain & Company.

Tanya is a member of the North Carolina Center for Nonprofits and volunteers with nonprofits focused on healthcare advocacy and environmental issues. Tanya holds a B.A. in Human Development/Organizational Studies and Human Resources Management from Boston College.

Relational Marketing Key to Sourcing Nonprofit Talent

by Josh Jacobson

As I wrote in The Biscuit earlier this year, the once robust pipeline of professionals seeking roles in our area nonprofit organizations has slowed considerably.

When I arrived to Charlotte in 2008, there were few job openings – organizations were weathering the downturn and temporary hiring freezes were common. By 2011, a form of nonprofit musical chairs commenced as people looked for an organization in better shape than their own. But what they found was that the grass was not necessarily greener elsewhere. Those that did make the leap were sometimes let down to learn that they had joined an organization in an even more precarious position than the nonprofit they had just left.

Ever since, it feels like Charlotte’s strongest nonprofit talent is a bit gun shy, unwilling to leave their current role for an uncertain future with an organization that may only look good on paper. Tenures have tended to be longer for those who are waiting for the right opportunity.

Against the backdrop of these entrenched professionals, more emerging nonprofits have matured their business models, adding their first paid staff roles.  So not only is there a slowing pipeline of talent, there are also more roles that need filled than ever before.

The result? Jobs boards alone just aren’t getting it done , folks. The hunt for nonprofit talent is all about relational marketing and to do it right requires an investment of time. There are no shortcuts.

This is one of the strategic advantages of using a search firm like Next Stage. Our relationships with the top organizational leaders at the CEO and CDO level means being able to cut through and connect with professionals who would add tremendous value to your organization. We are a trusted resource who cares as much about the professionals who fuel our sector as we do for the nonprofits that partner with us on search. Being an honest broker helps us allay concerns and build interest from those who are not necessarily in the market to make a change.

Want to learn more? Reach out and let’s talk:

Giving the Position Description a Facelift

by Tanya Varanelli

Finding and securing the best nonprofit talent is at its heart a marketing effort. Organizations often begin recruiting for a new role by thinking about what type of candidates will apply. First, we should consider that a strong position description is key to attracting quality candidates.

Take a step back and make sure the organization is putting its best face forward to attract the best talent. To do this, it’s important to look closely at the position description. Whether it’s a new role or a replacement hire, you want to carefully think about the scope of the role and the qualifications and capabilities the successful candidate will have.

We recommend including the following key elements about the organization, the position and information about the hiring process in your position description:

About the Organization

  • Organization OverviewClearly share the mission, values and brief history of the organization.  Nonprofit organizations require everyone on the team to promote the mission to the community, and this introduction can help determine alignment of the mission and values.
  • Workplace CultureThis is a great way to communicate the on-the-job culture to prospective candidates. It should provide a sense of what the work environment is like and what makes it special.
  • Strategic Plan An overview of the organization’s strategic vision and goals should be transparent to help the candidates understand how this role has the opportunity to make an impact reaching these goals.

About the Position

  • Position SummaryBefore getting into the detailed responsibilities of the role, make sure it can be summarized clearly in a few sentences.
  • Key ResponsibilitiesCandidates should understand the expectations of the role. Sometimes it is helpful to bullet related tasks under each area of responsibly or think about allotting a time percentage to each function of the role. Make sure to also clearly define team management or budgetary responsibility.
  • Required Qualifications and CompetenciesThink about which responsibilities and skills are needed to be successful in the role and support the mission; also which skills are considered “must-haves” or preferred but not critical. It is important to consider that many skills learned in the for-profit sector can transition well to nonprofit organizations. Use language that will attract a diverse set of candidates to apply for the role.

Other Essential Information

  • Important LogisticsBe sure that the description includes a clear title for the position, the organization’s website link, and information clarifying work status (full-time, part-time or contract), the reporting relationship and working location (i.e. remote or office-based).
  • Application ProcessInterested candidates should be given clear directions to submit an application, express interest or provide referrals from their network.
  • EEO StatementIncluding the statement demonstrates your commitment to complying with EEOC law and creating an inclusive environment. Your legal counsel will be able to help determine the necessary compliance language.

There are also a few topics you may want to consider internally before publishing a position description:

  • Discuss if you want to publicize the salary range
  • Limit jargon for an external audience
  • Carefully review language and tone to be inclusive and free of unconscious bias

It is critical that there is alignment among the organization’s leadership about how the addition of this new hire will impact workflow and culture. Clearly define the reporting relationships for the role and how this person will collaborate with other team members to help advance the mission of the organization. Make sure everyone is on the same page and plan to revisit the position description regularly as the organization evolves. Finally, be realistic! We all want to find that perfect unicorn, but we should remain open that the best candidate for the role will reveal themselves through the recruitment process.

Want to learn more about crafting insightful and targeted position descriptions? Are you considering a search and need help developing a rigorous process to assess candidates? Reach out and let’s talk:

Image: Katarzyna Białasiewicz


Tanya Varanelli is Project Manager at Next Stage with a background in nonprofit recruitment and search operations. She is focused on sourcing talented leaders for Charlotte’s thriving nonprofit community. Tanya spent several years working for Koya Leadership Partners, a national executive search firm serving nonprofits, where she recently served as Director of Research and Special Projects. Prior to joining Koya, Tanya was Associate Director of Recruitment at The Broad Center, where she helped recruit and train executive leadership talent to become urban school district leaders.  Tanya’s previous recruiting experience includes positions with DIRECTV, and Bain & Company. Tanya is a member of the North Carolina Center for Nonprofits and volunteers with nonprofits focused on healthcare advocacy and environmental issues. Tanya holds a B.A. in Human Development/Organizational Studies and Human Resources Management from Boston College.



Nonprofits & Pay For Performance? You Betcha.

by Josh Jacobson

It’s time we got comfortable with a once-taboo subject: providing increased compensation and bonus for the employees of nonprofit organizations based on individual performance.

But to do it, we need to talk about KPIs.

KPI stands for Key Performance Indicators. KPIs drive the underlying business models of countless private sector companies but are too often nonexistent inside nonprofit organizations, and that needs to be fixed if we endeavor to have our nonprofits achieve their missions. I mean, there’s a reason they are so ubiquitous in corporate America – it is because they work.

Different than outcome goals alone, KPIs break down overarching goals into metric segments that indicate one is on the pathway to success. For example, to ensure a program succeeds at helping 100 people be better educated, one could break that down into segments of program development, marketing and awareness-building, implementation, quality assessment, etc. Output (counting) and outcome (impact) metrics are both important to measure. They create accountability and buy-in, like how a recipe helps to create a finished meal.

KPIs are also important if you want to implement any sort of incentivization structure (or pay-for-performance). Without knowing how to measure success, it will be difficult to provide reward with compensation and bonus.

Wait, nonprofits are allowed to do that? Absolutely.

In fact, I’d argue that the absence of incentivization is likely keeping top talent from considering roles in your nonprofit organization, and may be the reason some of your best talent moves on.

Someone along the journey of the social good sector decided to severely limit nonprofits, creating separate rules that govern them that would never fly in the private sector. Imagine telling Bank of America that providing financial incentives for performance is somehow unethical. It is at the heart of capitalism that the best talent is not only well-compensated, but given a clear ladder to understand what they need to achieve to unlock it.

So why should nonprofits be any different?

It is already hard enough to attract the smartest, most capable people to the nonprofit sector. Compensation in general is much lower than in the private sector. The nonprofit business model is a messy one, with so many stakeholders (board members, donors, funders, volunteers, etc) influencing the staff member’s work. And while successes in business are front page news, nonprofits are rarely celebrated in a similar fashion.

Getting creative with compensation is one area nonprofits can level the playing field (a bit).

We have helped nonprofit leaders at the board and Executive Director level create incentivization structures for their organizations that have become critical to getting the strongest applicants for open roles to consider making a move. Considering a CEO/Executive Director search? It is a near-requirement.

For development professionals, this becomes a bit trickier. As a card-carrying member of the Association of Fundraising Professionals, I ascribe to the principle that one’s salary should not be directly tied to how much money is raised. This is considered unethical and for good reasons – it may create twisted incentivizes that promote the wrong thing. But funding raised can definitely be a part of a more multi-faceted set of KPIs that also rewards for other types of outputs and outcomes, e.g. achieving goals set for face-to-face cultivation, flawless execution of an event, number of new donors attracted.

I predict pay-for-performance to become a best practice of nonprofit human resources in the coming years, a recognition of the way technology has driven accountability and assessment for the sector more generally.

Want to learn more? Considering a search and needing help thinking through how best to create an incentivization model? Reach out and let’s talk:

Photo Credit: everythingpossible

What Is Up with the Nonprofit Talent in Charlotte?

by Josh Jacobson

It’s tough out there folks. We hear from organizations all the time about their challenges in recruiting suitable candidates for critical roles. Where once there appeared to be an abundance, there now seems to be a trickle. What gives?

We have a number of theories that we’ll explore over the next month, including:

  • Frozen-in-time salary structures lacking incentivization and pay-for-performance
  • Talent pools reluctant to trade their current challenges for a new set of unknown factors
  • A diminished pipeline of early career professionals committed to nonprofit service
  • Too little commitment to professional development
  • Too few sources of capacity-building support
  • Risk intolerance to consider nontraditional candidates
  • And sadly, it’s not them, it’s you.

Despite a myriad of factors, we know that your nonprofit organization can be successful in recruiting Charlotte’s best and brightest talent. This has been a focus for Next Stage for some time now and we have built a track record of success in this work for multiple organizations in the Charlotte area. Our recent commitment to talent recruitment only deepens our resolve.

The battle for talent is real and we are a competitive edge for savvy organizations.

In September, Next Stage will focus its digital content on the importance of staffing talent to nonprofits of all shapes and sizes. We hope you’ll tune in and share your own experiences on our social media pages.

Doubling Down on Talent

by Josh Jacobson

As noted in our recent blog post, Next Stage is making a commitment to strengthening nonprofits throughout the Charlotte region with a renewed focus on implementation – marrying game-changing strategy with strengthened structure, talent and culture to help that strategy take flight.

Today I am proud to announce the addition of a new member to the Next Stage team – Tanya Varanelli – who will serve as Project Manager with a sharp focus on Next Stage’s talent recruitment and search operations.

Tanya’s background in search is strong, having spent many years working for Koya Leadership Partners, a national executive search firm serving nonprofits, where she most recently served as Director of Research and Special Projects. Prior to joining Koya, Tanya was Associate Director of Recruitment at The Broad Center, where she helped recruit and train executive leadership talent to become urban school district leaders.  Tanya’s previous recruiting experience includes positions with DIRECTV, and Bain & Company.

We believe recruiting the right talent is critical for our area nonprofits. We have been proud of the many executive director and resource development searches we have completed over the past few years, with individuals like Patricia Massey Hoke (Women’s Impact Fund), Banu Valladares (Charlotte Bilingual Preschool), Kris Cole (Carolina Raptor Center), Laura Caldwell (Junior Achievement of Central Carolinas), David Samson (Sustain Charlotte), Lara Ingram (Mooresville Soup Kitchen) and Jenny Prince (Lupus Foundation of America, Charlotte Chapter) serving as a testament to staying power when the right talent meets an organization where the alignment is ideal.

Today, we are proud to make a firmwide commitment to making search a significant part of our firm moving forward. Tanya is working to strengthen our recruitment database of more than 3,000 individuals and will be leading search operations for our firm moving forward. I hope you will join me in welcoming Tanya to the Next Stage team.

If your organization is considering adding talent to your team, I hope you will consider contacting us. We specialize in Executive and Resource Development search, succession planning and the design of incentivization and key performance indicators that help transform strategy into action. After reading more about our work, you can contact me directly to schedule a free consultation.


Photo Credit: Julia Fay Photography

On The Move at Next Stage

By Josh Jacobson

It was really just a kernel of an idea – what if we could develop a program for the founders of emerging nonprofit organizations that would impart all the important stuff they need to be successful. I’d wrestled with it for a number of months before shelving it. Too ambitious. Too much time needed. Because at the time, ‘we’ was just ‘me.’

The course of our firm changed forever when Caylin Haldeman joined it in January 2017. She was my first hire at Next Stage, which had operated for years as a one-person shop. To say I got it right would be an understatement.

As anyone who has worked with Next Stage over the last three years knows, Caylin is our firm’s secret sauce. Through more than 30 client engagements, including several she has led herself, Caylin has been a major contributor to our team. Her process-oriented approach to tackling big challenges is an ideal complement to my own, giving shape to nascent ideas and drilling down to needed prioritization – “how will we get this done?”

It wasn’t too long after joining Next Stage that she asked a pointed question – “Is there a more efficient and effective way to do this work?” And with that, the seed of CULTIVATE that I’d covered up months before was given new light.

Together, we developed a year-long program built on the depth of our shared experience with nonprofits throughout the Carolinas, as well as my background in fundraising and Caylin’s work in venture philanthropy. We piloted CULTIVATE in 2018 with an inaugural cohort of three organizations, and grew the incubator in 2019 to serve six nonprofit leaders. Now, midway through the second year of CULTIVATE, we are deepening our commitment to this work.

It is with a tremendous swell of pride that I announce that Caylin Haldeman has been promoted to the role of Director of CULTIVATE. In her new role, Caylin will make the management of CULTIVATE her full-time job, ensuring fidelity in all aspects of the program. That includes driving the application process, strengthening the selection process and leading our storytelling efforts. We will continue to partner on the development and facilitation of our signature workshops and I will share the coaching role with her as she stewards participants through our 12-module curriculum. She will also be identifying new ways to leverage the tremendous digital resources we’ve developed.

It’s a big job and I know it is in the very best, most capable hands.

This is the first of several announcements we’ll be making over the coming weeks about changes at Next Stage, but it is the one of which I am most proud. I could not ask for a better partner in helping our firm grow impact and strengthen the Charlotte region’s nonprofit sector from the inside out.

For more on CULTIVATE, including the opening of the application for the third cohort this fall, visit the CULTIVATE website, be sure to sign up for our newsletter and give us a shout on social media – FacebookInstagramLinkedIn and Twitter.

Meet the 2019 cohort:



Reflections on the Summer Fellowship with Next Stage

by Ellie Pennybacker

As my summer comes to an end, I cannot express my gratitude strongly enough. Josh, Caylin, and the entirety of the Next Stage team have made this experience so enriching. By letting me jump right in, sit in on meetings, and help where I could, they truly made me feel like a part of the team. Though the summer was brief, it was constantly moving with new and exciting projects and opportunities. My fellowship with Next Stage has exceeded my expectations and left me with a growing interest in the nonprofit sector.

While I was in high school, I was deeply invested in my hometown through volunteer commitments, school programming, and the sheer amount of time I spent exploring the city. The joy of moving to Davidson for school allowed me to fulfill my teenage dream of leaving Macon, but after spending some time abroad and exploring more cities through both travel and research, I realized I had an unwavering affinity for my home town. After this summer, however, I have begun to feel that same connection with Charlotte. It might be because of the fantastic food, adventure, and exploring Charlotte social media accounts that I follow, or possibly I have just been spoiled to see the best of Charlotte through our nonprofit leaders. Regardless, the Queen City has given my hometown a run for its money.

The diverse array of responsibilities and opportunities given to me this summer encouraged me to truly invest my attention in the Charlotte community. Through engaging with nonprofit work from a different angle, I feel as though I got to know a generous, provocative, and growing side of Charlotte. These engagements have been truly impactful as I have been challenged to consider what issues facing these nonprofits are specific to the Charlotte community and which are universal in the larger nonprofit sector.

The past eight weeks have brought realizations, thoughts and questions to mind. To name a few:

  • The notion that nonprofits can and should model themselves like businesses was a foreign concept to me before this summer. While I had invested time through volunteering with nonprofits before, I had never invested intellectual energy into considering how nonprofits could move beyond filling a need and become sustainable parts of a community. Reimagining nonprofits within a working business model was transformational in how I understand the processes and difficulties of this work.
  • The multitude of ways to diversify revenue streams for nonprofits was shocking to me. After being able to be a part of two CULTIVATE workshops and working alongside each impressive participating organization, I was overwhelmed by the numerous ideas discussed to diversify revenue. The shock and worry of knowing there are over 4,000 nonprofits in Charlotte quickly melted away as I witnessed the expansive ideation coming from conversations with these organizations.
  • Corporate involvement in the nonprofit sector is much more prominent than I once thought. The interconnectedness of the for-profit and nonprofit sectors beyond monetary and good donations and into the inclusion of sponsorship or company-made foundation grants was previously unimaginable. While I still have a lot to learn about these relationships, and I’m regrettably missing the next CULTIVATE module on sponsorship, I remain interested in the relationships these interactions create across sectors.
  • The specific and universal difficulties of nonprofit work has been a recurring question in my mind. In honesty, I think only experience will answer my question. Yet, I like to think that this summer took me leaps forward in beginning to understand the answer. I have greatly enjoyed learning not only how nonprofits can interact, grow, and replicate but specifically how they can do so within Charlotte.

It has been eight fantastic weeks but, alas, I am still only 20 and have much more to do before I discover who I want to be when I grow up. What I do know, is that I am extremely grateful for the experiences I had this summer and will continue to reflect on how Next Stage has shaped my vision of nonprofit work in Charlotte and beyond.

Photo Credits: Eduardo Mayo and Julia Fay Photography

Welcome Patricia Massey-Hoke, Women’s Impact Fund’s New Executive Director

Congratulations to Patricia Massey-Hoke on her first day with Women’s Impact Fund!

Next Stage was honored to manage the search for WIF’s first Executive Director and is thrilled that Patricia will be taking the helm of one of our nation’s largest women’s collective giving organizations.

We so enjoyed working with board members of Women’s Impact Fund who served on the search task force. And according to WIF’s new Board Chair Lisa Miller, the feeling was mutual.

“We are delighted to have partnered with Next Stage for our executive search,” Miller said. “Josh and his team were professional, responsive, and highly adept at identifying our needs and a strong candidate pool.”

Talent acquisition is a core component of Next Stage’s organizational strengthening services, helping nonprofits source exceptional leadership talent to help them take their organization’s forward. Next Stage built on interim executive services provided by LevRidge Resources, which worked to prepare WIF for its first-ever Executive Director.

“Next Stage’s expertise was evident throughout the process — from recruitment to onboarding,” Miller said.

If your organization is considering an important executive hire for its next phase of growth, consider contacting us to learn more about how we can help make your search a success. Next Stage is strongly positioned to help with executive and development search, succession planning, and on-boarding and incentivization design.