Allison WyattGuestMaryanne DerschHostSo why don't you get break into who are these, what are the specific roles that you're looking for?

So I think one is just having somebody who can open doors for you, who has access to the right relationships and can give you introductions and connect you, give you recommendations for, you know, opportunities, whether that's a funder or a partnership, but they're gonna use their credibility and their influence to open doors for you, basically putting their reputation behind you.

This is the individual who's going to help you isolate what are your goals, right? What are your priorities? Are there obstacles that are getting in your way of achieving these things? And then how are you gonna get around those? And by the way, your coach can also hold you accountable, right?

Because it's always so easy to prioritize everybody else first and then forget about our own goals and priorities.

And so a coach is a great mechanism for making you, like, remember the things you committed to, and hold you accountable for it over time.

You know, I think I mentioned that EDs wear so many different hats, and a lot of times there are hats we wear where we are figuring it out on the fly.

Mentors are people who actually have expertise and have been in your seat and succeeded.

They've worn all of those hats, and they can just, they can help you sort of skip all of the trial by error, [laughs] right? You can learn from their experience and, and they can offer that perspective, so you can kind of not have as much sort of trial by fire as you're going through that process.

I think another thing, and this one, it really r- really, I think, is true for many leaders, when you're the head of an organization, it's really hard to ha- to be able to count on people to give you candid, constructive feedback.

And so you need w- the, I gotta think of a better title for this role, but right now I call it the feedback giver.

It's like the best friend who, when you're putting on the dress that just doesn't look good, is like, "Nah, maybe not." [laughs]

You need somebody who you can trust, who can be r- who's willing to be really honest with you and not just affirm you.

So that's another example of just things that you might not naturally get from the people that are surrounding you in your organization, things like that.
So why don't you get break into who are these, what are the specific roles that you're looking for?

So I think one is just having somebody who can open doors for you, who has access to the right relationships and can give you introductions and connect you, give you recommendations for, you know, opportunities, whether that's a funder or a partnership, but they're gonna use their credibility and their influence to open doors for you, basically putting their reputation behind you.

This is the individual who's going to help you isolate what are your goals, right? What are your priorities? Are there obstacles that are getting in your way of achieving these things? And then how are you gonna get around those? And by the way, your coach can also hold you accountable, right?

Because it's always so easy to prioritize everybody else first and then forget about our own goals and priorities.

And so a coach is a great mechanism for making you, like, remember the things you committed to, and hold you accountable for it over time.

You know, I think I mentioned that EDs wear so many different hats, and a lot of times there are hats we wear where we are figuring it out on the fly.

Mentors are people who actually have expertise and have been in your seat and succeeded.

They've worn all of those hats, and they can just, they can help you sort of skip all of the trial by error, [laughs] right? You can learn from their experience and, and they can offer that perspective, so you can kind of not have as much sort of trial by fire as you're going through that process.

I think another thing, and this one, it really r- really, I think, is true for many leaders, when you're the head of an organization, it's really hard to ha- to be able to count on people to give you candid, constructive feedback.

And so you need w- the, I gotta think of a better title for this role, but right now I call it the feedback giver.

It's like the best friend who, when you're putting on the dress that just doesn't look good, is like, "Nah, maybe not." [laughs]

You need somebody who you can trust, who can be r- who's willing to be really honest with you and not just affirm you.

So that's another example of just things that you might not naturally get from the people that are surrounding you in your organization, things like that.
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