Executive Director

• Consistently meets or exceeds development goals
• Raised sufficient funds to accomplish the mission and the vision
• Numbers for revenue raised, donors cultivated, or grants acquired aligned with goals
• Has a history of substantial increases in donor-giving levels

Red Flag: Has not met fundraising goals; has not been able to generate resources that needed to be raised/generated

• Knowledgeable about software and data analysis tools for this work
• Comfortable with software and data analysis tools for this work
• Uses software and data analysis tools for this work when asked

Red Flag: Seldom use software and data analysis tools

• Accurately assessed the nature of the crisis and quickly developed an appropriate response
• Developed trust among team members
• Effectively collaborated with others in the organization or community to design and conduct an authentic team process
• Had a leadership team with appropriately defined roles
• Delegated tasks and prompted action among team members
• Humbly enlists the help of other executives
• Incorporated teaching and learning into the process
• The team felt ownership of the crisis resolution
• Remained reasonably relaxed and confident during the crisis

• Consistently develops processes and plans that address future needs and current challenges
• Aligns plans and processes with the organization’s mission and vision
• Others follow the process willingly

Red Flag: Followers are involved only grudgingly; process is cumbersome or minimal improvements result

• Focused time and money on what truly matters—the mission.
• Made decisions based on real data, not guesswork or tradition.
• Shifted funding to what’s working and let go of what wasn’t.
• Stayed financially steady by planning ahead and being flexible.
• Spoke honestly and often with the people who matter—staff, board, and donors.
• Found smart, new ways to bring in money and do more with less.
• Turned challenges into chances to rethink, rebuild, and get better.
• Measured what mattered, learned from the results, and kept improving.

Red Flag: Placed too much emphasis on one low-impact approach.

• Recognized a rising challenge before it became a crisis—and spoke about it in plain, compelling terms.
• Proposed a change that felt true to who the organization is—and where it needs to go.
• Brought people in, not just along—building trust through calm confidence and clear purpose.
• Used proof, not promises—making the case with facts that earned belief.
• Made change real, not just talked about it—showing measurable progress that people could see and support.

• Has led a successful advocacy campaign
• Has a defined communications strategy for engaging stakeholders in advocacy campaigns

Red Flag: May have led an advocacy campaign or activity but not a successful one 

• Developed a productive crosscultural working relationship
• Able to give an example of partnership or collaboration as a result of the cross-cultural relationship
• Understood differences in values and beliefs
• Understood differences around relationship building

Red Flag: Doesn't adequately explain how the organization was served strategically by this relationship.

• Acknowledged the emotional or relational stakes involved in the conversation.
• Took responsibility for initiating the dialogue rather than avoiding or deflecting.
• Prepared thoughtfully, balancing facts with empathy to maintain trust.
• Listened actively during the conversation and adjusted their approach as needed.
• Maintained transparency without assigning blame, focusing on learning and moving forward.

Red Flag: Minimized the issue or avoided taking ownership by shifting blame to others.

• Clearly articulated why the change was necessary, linking it to organizational goals or external drivers.
• Demonstrated a proactive communication strategy that included listening to staff concerns.
• Took steps to involve staff early or provided avenues for feedback to increase buy-in.
• Managed resistance constructively, showing empathy while maintaining direction.
• Reflected on lessons learned or how the experience informed future change efforts.

Red Flag: Framing staff pushback as a problem rather than part of the process.

• The candidate can point to clear improvements in skills or knowledge from the mentoring or coaching they provided.
• The candidate shares examples of how team members used real work opportunities to grow during the mentoring or coaching.
• The candidate has given direct reports leadership tasks to help them grow, and can share examples.

Red Flags: No specific example given, no real outcome or impact, vague or superficial actions, no understanding of leadership growth