This week, we speak with Anne LeBaron, CEO of Take Stock in Children Manatee. Anne had quite the career in the for-profit world as former Sales, Marketing, HR and Recruiting manager before joining Take Stock Manatee as the CEO. Take Stock in Children Manatee is a mentor based organization that partners students with a mentor to earn a scholarship upon graduation from high school.
Anne shares her experience transitioning from the for-profit to nonprofit sector including how she utilizes metrics to keep track of performance, as she did in her for-profit jobs. Anne also shares how she took her time getting to know the organization before joining the board. Lastly, Anne provides insight into navigating virtual versus in-person work.
Timestamps:
00:00 Introducing Anne LeBaron, CEO of Take Stock in Children Manatee
02:20 How Anne became CEO and transitioning from Board member to CEO
05:40 Cutting fundraising events that were not worth the effort, focusing more on the mission
07:15 How Anne’s experience in the for-profit sector helps with her nonprofit leadership
08:35 Biggest challenge going from for-profit to nonprofit
09:50 Balancing in-person versus online work
12:23 Anne’s approach to fundraising and utilizing the board to fundraise
16:00 What does the CEO need from their board?
18:22 Advice for someone transitioning from for-profit to nonprofit
20:00 Recapping with Read
Transcript:
Michael:
What happens when you couple 40 plus years of sales, marketing and recruiting h.r. Manager experience with running a nonprofit? You get Anne LeBaron, the CEO of Take Stock in Children Manatee. So please join me as I have a great conversation with Anne.
Hey, I want to jump in real quick. Somebody asked me the other day, what does the CORLEY Company do? Well, we do three things for non-profits. One, we facilitate meetings. Yes, like board retreats where we discuss governance and strategy with all the members of the board. Number two, advise CEOs and help them as they make decisions and implement actions to drive their mission. And then finally, we produce podcasts such as this one, but also for a number of nonprofits to help you get the word out, get your message out. So if you’re interested in any of these services, please feel free to reach out to Michael@thecorleycompany.com. Now back to the podcast.
On this week’s episode, the 501cYou, the podcast for nonprofit board members. We have the pleasure of interviewing another CEO, one I know fairly well. It was a dear friend and just really excelled in her role as a CEO of Take Stock in Children Manatee, Ms. Anne LeBaron, and welcome to the podcast. If you would share with the audience a little bit about yourself how your career and how you came to be CEO of Take Stock in Children.
Anne:
Okay. Thank you, Michael. It’s great to see you again. You know, I started volunteering for the organization nine years ago as a mentor. I’m still I still mentor. It’s a favor. I will say it is the favorite part of my job. I’ve mentored, I think, six young ladies now. I’ve always had a heart of service for youth. And throughout my life I’ve volunteered with youth. My career really was never in the nonprofit world. It was always in the for profit world. I started them in staffing and recruiting and sales and marketing within that realm. And then I signed to reinvent myself and started doing some commercial real estate with an international company and was based in Greenwich, Connecticut, and leased out office space all over the world was very successful. That and they had me start doing turnarounds, taking centers that were failing and getting them profitable again. So, you know, that I think helped me a whole lot transition into the nonprofit world.
Michael:
And I want to talk more about that very successful career in the for profit world. You start mentoring, but there’s even more to your stories because somehow you end up as CEO. So walk through that trajectory because I think it’s important you’re going to back to community counsel.
Anne:
Yes. Okay. So actually that the current that one of our one of my clients actually sat on the board with takes I can children and he asked me to be on the board and at the time I was still in my previous career and I was traveling a lot. So I knew that if I was going to join an organization, I am one that needs to see it, fill it, talk it, you know, really live it. So that’s how I started mentoring. I mentor for a couple of years that came back to me again and said, join the board as it now, you know, I’m still not ready just quite yet but I took the community council board for a year and ran that for a year. And I really saw that I needed to be I really wanted to be in another position that we could make a difference. And I wasn’t really I mean, I really didn’t feel like I was making the difference that I wanted to make on the community council. So I did join the board and I was I served on the board, I think, for 2 to 3 years. I start out as a secretary and then became co-chair. And at the time I had retired. So I thought and I was asked to temporarily fill in for the position. So when I sat down and I think it was October of 2000, our September, October or September of 2019, and came back to the board in February and said, You know what, I need to do this. I know what needs to be done to, you know, take this organization from 30 scholarships a year to 100 scholarships to your promise. And then as we all know, as the world turned, what happened in March of 2020.
Michael:
Hey, man, your first full year as the as the full term. Now, there’s so much to unpack here, and I think it’s important to share with the audience. So you started on the community council that was an advisory board. So it was a, you know, tiptoe into a dip your toe into the CFA even like it. I always advise my clients when use advisory boards, committees, if you will, because you weren’t ready to commit to full time board work and I commend you for that. Then you realize, hey, I got a passion for this. So now let me I want to do a little bit more. So she joins the board, active board member, very involved, getting her feet more wet and then she’s asked to be interim CEO. And I think you underestimate that transition. So you had to step off of the board to become the interim CEO. Yes. Kind of risky.
Anne:
It was. And it was also, I think one of the things that was a real transition for me was to go from board member to the leader and really like telling the board straight on what was really going on or what wasn’t going on and what needed to be changed and what, you know, shifting the direction. So it was, you know, going, you know, going from listening to now I’ve got to drive this organization and take us to where we need to be. So yes, that was quite the transition.
Michael:
And I’m sure also when you got in there as the interim and started looking under the covers, if you were like, my gosh, the board does not know this because I was just a board member a month ago and I wow, where I’m learning a lot, there’s there’s a lot more to this than the board thinks there was.
Anne:
You know, I remember several conversations of different events that we had that, you know, after deep dives realized that it really wasn’t worth our time and effort that we were putting into it and, you know, taking the mission from, you know, being more of events or races or whatever, and really investing that money and time into the actual mission and, you know, being able to buy more scholarships and move us forward in that direction instead of more of just being seen out in the community at more of a results focused. And that doesn’t come without controversy coming in and saying, hey, we got to stop these events because, good Lord, we’ve done it forever. We can’t, man. People expect us to do it. But you look with your financial acumen anyway. This is crazy. Well, why are we doing this? I remember. Yes. Saying we’ve always done this. We have to do this. And I said, okay, well, as a board, I need $30,000 deposit in order to put all this in it and we don’t have it. So how about you all, you know, write me a check today. That was I know that was a very hard conversation to have, but one you know, as a leader, I think you always have to be transparent. And I’ve always been very transparent with the board, very direct. They know where I stand and where we all stand in this mission together.
Michael:
Yeah. And I think that’s really important. But I commend you for changing that because I talked to a lot of groups and they just do it because we’ve always done it. But when you look at the financials, it makes absolutely no sense and venture obviously a big component of that or a big culprit in that case. Well, let me ask you, so you come from the for profit sector in the nonprofit sector, but your experience in the for profit sector positions you to be a very effective board member Now as CEO?
Anne:
Well, you know, I’m a very results person. I’ve always worked that way. So, you know, I believe that if I’m getting up every day, whether it’s for profit or nonprofit, we have to we have to make a result in whether it’s on our financials, whether it’s in our community, whether it’s in our students, whatever. You know, we need to be results focused. So I think, you know, bringing that mindset to the nonprofit world, like in our staff meetings on Monday, we talk about what we’re going to accomplish that week. And on Friday we talk about the results that we actually hit and what we had. So we’re always holding ourselves accountable. And I think, you know, in the the for profit world, you know, you have your budget and this is what you have to hit. So you know your numbers, you have to hit. Well, to me, it’s the same thing in the nonprofit. You know, if you’re going to move your mission forward, you set your your goals and your results and you hit those. And you have to, you know, work your plan every day and and have the mindset of results. Get us there.
Michael:
Yeah. And you build the infrastructure of accountability. I know, because I know you. And I think that’s really compelling and something we can all learn from. What do you think’s been the biggest challenge or the biggest difference between your for profit experience and now your nonprofit?
Anne:
My biggest challenge well, I have actually, I had the I would say I was very lucky. I worked virtually four years remote. So to take an organization that all of a sudden has always worked in the schools and we have to go remote was an easy transition for myself. And, you know, I was going to say my biggest challenge was my team. They had never done that. And I’ll never forget when the schools said, you know, we all have to go home. We all have to work from home. And and one of my staff members called me and they were in the office. I was like, What are you all doing? Like, what is doing? They’re like, We’ve got this. We’re going to bear this out. And I remember every day they would be like, Why are you changing things up? And I’m like, I’m not changing things up. This is what we have to do in order to survive, in order to thrive and to continue to deliver our mission. And so we’re going to be able to do this. So our big for me, the biggest challenge walking in was not only, you know, turning around an organization and growing the organization, but becoming an organization that had to survive in a virtual world for as long as we all did know.
Michael:
Absolutely. And now do you continue in that virtual environment or have you gone back or how are you balancing that as the leader of the organization?
Anne:
We do a little bit of a hybrid, like a we are still remote, but I say we’re remote, but we’re in the schools more now. So we are, you know, instead of going back into an office setting, we you know, everything we do is measured and monitored by the Department of Education. The last four years, we’ve received the Luminary Award for our organization, which goes which is an award that says we go over and above what is expected. So my team, I have an amazing team and we love our mission. So they know that if they’re hitting their numbers, it takes them being out in the field and out in the out in the schools, as I call it, the field, the schools saying for myself and then anyone else in the organization, Yes, we get to work remote. Yes, we work from our home, but we are constantly communicating. And, you know, we’re also results. We talk about our numbers on a daily basis. So we know where we’re tracking and trending. And in including my fundraising efforts, you know what? What am I bringing in this week? Who am I meeting with? We’re all we’re all holding each other accountable for what we do. So that has been, you know, it still works for us. You know, I think we waste a lot of time sometimes in office, sitting around chit chatting, talking about stuff. It doesn’t really matter. And, you know, I’m going to be in an office as many hours a day or let’s get stuff out and make it all move forward, make the mission, move forward.
Michael:
Yes, You are definitely not a chit chatter at all. You ride your coattails for sure and and stuff to chase you down. And I do have to commend you on your team. You got a wonderful group that works with you. And what’s special about them is they’re so passionate about the mission. I mean, you all are truly passionate about those kids.
Anne:
Every one of us. I mean, every one of them. That’s you know, one of the things when I did first start in the position is I had each one of them, the staff members mentor because I believe that we all should have our feet in the mission. And so that gives us real life, real time experiences, what’s going on with our students, what’s going on with our mentors, Because, you know, I will say to my staff, I’m talking to you now as a mentor, not as the CEO, but as a mentor. And, you know, so we all understand you know, the different roles and what our students are going through.
Michael:
Yeah, I think that’s a really good point. As a former mentor for your organization, which was just extremely rewarding, I’m just I think it’s so special now, reads a mentor for those on the back has read is actually mentoring remotely with his students so that’s great to read Doing that. You mentioned a little bit about fundraising, so I’m curious, can you talk a little bit about how you approach fundraising from the past, really not having the experience in that space, the CEO’s role? A lot of people are fearful of it, but you know, you don’t you have no fear. So how do you approach fund development fundraising for the organization?
Anne:
Well, I look at fundraising as really telling about your mission. It’s really, you know, talking to people and people can tell whether you’re real or not. They can tell whether you’re passionate about what you do in and if it resonates. If education resonates with a person, this mission will resonate and we’ll talk and tell them what they need to hear. And we are a results proven program. You know, I remember the first day I sat down and looked at everything and I was like, Well, all right, I need my top list of who’s donated. And I’m a donor as well. And I like to be thanked. I like to be recognized not in a loud way, but just someone to say, Hey, thank you for doing this. So I picked up the phone and started calling my top donors and just said, thank you. And I remember my first call, which I still Jesus donor to the day. You know, I called him and I said, you know, I just want to thank you so I’m not giving you any more money. I said, no, no, no. I’m just calling to say thank you. Like, I really appreciate you supporting our mission. So, you know, I think it’s constantly showing appreciation, but is also telling and talking and asking, who else can I talk to? You know, I also had a board member one time. He was scared to take me out. I think he thought I was going to like, you know, Michael whip out their wallets or something. So when we were done, it was like, you just tell the story and people give you money. I was like, Yeah, that’s how this works, you know? You know, I think this is about the passion.
Michael”
Yeah, I love that. So speaking to the board member and not specifically, but the board in general, how do you employ the board to help you raise money? And the organization raised money.
Anne:
I will say that’s always challenging. But you know, I think you play to what a board member strength is. You know, who do you know? Who can I talk to? Who can we tell the story to? Or how should we tell the story to whether it’s, you know, helping them craft a letter to their family and friends or whether it’s having a sit down conversation or having a meal together or going to an event where they’re going to be all, you know, where we can meet them. I think you have to be very creative in how you, you know, fundraise. I mean, it’s all about relationships and trust and and results.
Michael:
How much of your time do you believe you spend in the fundraising fund development area?
Anne:
Well, that’s actually my favorite. I really I really do love race and I plus I love the mission so much. So it’s easy to tell the story. I would say the I over 50% of my think really. But but it’s necessary because from from whence you came because I know the situation, the organization was in when you started to where it is now, it’s it’s remarkable.
Michael:
And it’s it’s really incredible. You know, we were lucky to do 25, 30 scholarships five years ago, and now you’re up to how many scholarships a year where?
Anne:
Well, 94 right now. I think we’ll hit 100 this year. That’s our goal, to hit 100 and really to sustain that year over year. I mean, that poverty level at 62% in the manatee schools. I mean, we have so much work cut out for us. And, you know, the need is great.
Michael:
Yeah, absolutely. And certainly putting a dent in that need, which is commendable. I want to I want to go back to the the board CEO relationship because I do a lot of coaching consulting, if you will. And they always seems to be something interesting about this relationship. How what does a CEO need from her board what you know if you could paint the landscape of perfect board members, what would they offer provide? How would they support you?
Anne:
The perfect board member would do, of course, mentor in our organization, because I do believe that every board member should be a part of the mission. Walking the mission as well. They would be a donor. They, you know, introductions. I know my board probably tells you if they were if you were to ask and they would say, we are sick of and ask you this. But that’s that is what I you know, I need the introductions. I need to be able to that I need their network of friends or, you know, corporations, whoever they work for to help me spread the mission. So now when a board member, a new board member or prospective board member is coming on our board, we sit down and we have a heart to heart. And I, you know, once again, I would say a direct conversation of saying, this is what I need from you as a board member. Can you do this? I also believe in friendly competition. I sent out an email yesterday saying, okay, how about X, Y and Z taking this challenge and taking it on and, you know, creating some fun. But also, you know, if you’re going to be on a board, be active, be committed, walk the talk. You know, if you if you can’t write a check, then you surely, you know, people who can donate or ways to donate and, you know, be creative, be, you know, be intentional and show up and help.
Michael:
Now, very well stated. I like how you set the expectation by meeting with that board member. That’s critically important. Oftentimes, CEOs don’t do that and board members are trying to figure out what they’re supposed to do. So, you know, good for doing that and been very candid about the fundraising fund development. That is a primary role of a board member. Right. And unless you’re really maybe perhaps an extremely large organization that’s driving earned income, at the end of the day, nonprofits need money, need funds in order to support their mission. You do it much more eloquently than that. I’m sure of that. do good. So am somebody who’s thinking about. They’re sitting there listening, they’re in the for profit sector. Maybe they’re towards the ready for a transition and they’ve got a heart for some mission. Something in the nonprofit sector. What advice would you have for them?
Anne:
Well, you know, I think having a heart is huge. I think whatever you do, whether it’s for profit or nonprofit, if you have a passion for it, I think you’ll be successful at it because that’s going to help drive your success. Don’t join something just to join something. If your nonprofit is are your your passions animals or it’s for whatever, go for what? Feed your soul. You know, I think if you really follow what your desire is that it will come. It’s it becomes very natural. Well, you know, when people said, how did you go from nonprofit to for profit? I was passionate about this mission. I you know, I see that this mission works. You know, the mentoring. I love the give back part and helping a youth succeed. So I think you have to be very passionate about what it whatever it is. I think there’s a difference in calling and passion in my world. You know, we can all be called to do something, but that doesn’t mean that’s something we’re going to like to do. It’s I think it really has to be more about your passion, what you’re watching, what you really care about.
Michael:
Well stated and you were certainly passionate about take stock in children, Manatee and everything, all the good stuff that’s being done there and LeBaron CEO of Take stock in children Manatee thank you for being on this podcast and sharing your story.
Anne:
Thank you. I appreciate you guys so much. And thank you, Michael and Read. You guys are awesome.
Michael:
All right. Now we’ve got recapping with Read, Read, we just had a great interview with. And what did you pick up? What are the top three aspects of the interview?
Read:
Number one is that and strategically joined the board. She started out as a mentor, then took over the community council and then finally felt like she could step onto the board at that point.
Michael:
Yeah, very good observation. Number two.
Read:
When going from for profit to nonprofit and knew that she needed to keep it as a results oriented organization. So that meant staying accountable to the metrics and the goals that they set for the organization.
Michael:
And a lot not a lot of nonprofits do not do that, which is a shame. And number three.
Read:
The first thing they did as CEO was she needs to make sure her team members were all leading the mission. That means that meant asking them to become a mentor themselves so they could actually be out there living the mission.
Michael:
Yes. And that’s what takes stock in children is is a mentor based organization for kids to get scholarships upon graduation from high school. Pretty cool program. There you have it. Ladies and gentlemen, recapping with three. Read the three top aspects of the interview with Lang Lang excuse me, with Anne LeBaron, the CEO of Take Stock and Children Manatee, and we will I 501(c)You see you next week.
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