Making a Switch from For-Profit to Non-Profit: Q&A with Candidates

When conducting executive searches for nonprofits across the nation, we are able to attract talented applicants from a variety of sectors. Similarly, we sometimes receive inquiries from those in the corporate sector on how to shift to the nonprofit sector.

In these cases, we are often asked if or how someone can make the transition from a for-profit career to a non-profit calling. Our opinion is that, YES, it is possible! However, it takes thoughtful evaluation to know if expectations are aligned and if skill sets are transferrable.

The Moran Company has conducted a number of searches where a nonprofit organization happily selected a final hire from the for-profit sector. In an effort to help others, we have compiled several perspectives of those who have made the sector switch successfully:

• Tim – Sr. Development Officer at a regional agricultural relief organization
• Katie – Chief Strategy Officer at an international faith-based organization
• Lindsay – CEO at national organization providing recreational opportunities for individuals with disabilities

Q1: Briefly tell us about the sector you left to come to your current nonprofit role, and what your role was in that sector.

TIM: As a business solutions account manager in the telecommunications industry, I worked with prospecting municipalities and businesses in three states to propose and deliver main-line fiber optic facilities and wholesale bandwidth security products. I called on city managers, county emergency managers, bandwidth providers (private and cooperatives) and regional and local business entities (financial, manufacturing, data-tech, education and entertainment).

KATIE: I worked in the consumer products industry and spent 8 years at a Fortune 500 company building and leading a team of 30 professionals responsible for the design and global manufacture of private brand apparel ($300MM annual sales).

LINDSAY: I spent the most recent 10 years of my career in the hospitality world prior to stepping into a leadership role with this nonprofit organization. I worked first in sales and marketing, then moved into an operations role as the opening general manager for a luxury hotel and private residence club.

Q2: What has been the biggest surprise for you about making a switch to the nonprofit sector?

TIM: Having a high level of success over a short period of time has been my biggest surprise. My past work ethic and drive has prepared me well for this current position.

KATIE: The biggest surprise would have to be the judgment I encountered from colleagues in both sectors who were not able to see the viability of skill transfer from one sector to another. It seems to me that my career was often seen as an affront to their own professional identity – in both sectors. For the most part, I did not let these perspectives discourage me. Instead, I focused on what I knew I could contribute to the organization in which I served.

LINDSAY: I was anticipating doing more with fewer resources, however, I’m pleasantly surprised by how much that allows me to get to personally know our participants and the people that we serve. It is incredibly rewarding!

Q3: What advice would you give to someone considering making a switch from your previous sector to the nonprofit sector? What do you think they should know to make the transition a smooth one?

TIM: Do not fear the unknown! When I was applying for my current position with a nonprofit, I did not think that I was very qualified for raising funds and increasing awareness of the cause. As the interview process proved to me, I was more qualified that I realized, and in many ways, it has been a much better fit than the private sector.

KATIE: First, take a hard look at why you want to make this move and be able to concisely articulate this to others. For me, moving in the direction of my values and professional passions has been key to a lasting, fulfilling career in the nonprofit sector. I have fond memories of my work experiences in the consumer products sector and am deeply grateful for the opportunities I had to develop my professional skills. They are vital in my ability to perform in my current nonprofit role. I also knew when the time had come to switch sectors in order to continue pursuing a fulfilling career path. So, know yourself, and know your ‘why’. This is also immensely helpful in tuning out the negative noise of other people’s judgment regarding your decision.

Second, take on the mindset of a student. The nonprofit sector has been making a positive difference in people’s lives for decades – centuries – before you or I came along. Be humble. Be curious. Be a student of the organization and of the people who have spent their careers in the service of others. Only when you have sought to understand, can you adequately take what you learn and begin to apply your unique professional strengths to the mix.

LINDSAY: The most important act in the early stages of transition is to listen and learn. Take every opportunity to get to know stakeholders of the organization, including staff, donors, participants, board members and volunteers. It’s also extremely enlightening to recruit a mentor that you respect and trust in the non-profit world.

Q4: What are some differences you have observed between your previous sector of work and the nonprofit sector? Can you describe any ways in which you have brought changes to your position and role as a result of these differences?

TIM: The most obvious difference is the instant credibility and acceptance I received for appointment setting and the positive interest sponsors, donors and grantors gave to our proposals. The nonprofit status is less threatening than a for-profit approach to gaining a commitment. Thus it is much more accepted to make the ASK for funding, than it was for purchasing a service or product. This difference has made my contacts more approachable and thus can open more doors to helping our organization. This was a complete surprise to me, as I thought just the opposite when applying for the position. My past account management experience prepared me well for meeting the goals for my current Sr. Development Officer position.

KATIE: The consumer products sector is driven by financial profit. Ultimately this is the goal. Fast-paced, constantly pursuing the next big trend for maximum market share, and expectant/tolerant of calculated risks. Sales and profit are the starting point for finding common ground and motivation with colleagues and partners.

The non-profit sector is driven by cause – making a difference for ‘good’. Pursuing a mission greater than yourself is the goal. People are motivated by the cause in which they choose to invest their career and typically find great fulfillment in doing so.

In my experience, a non-financial mission changes a great deal about the decision-making process and the tolerance for risk-taking in organizational strategy. Leadership decisions don’t only impact a balance sheet; they directly impact the lives of people who you are actively working to help. I have worked with courageous leaders who intentionally balanced the tension of the human consequences of their decisions with sound financial accountability. I’ve also seen leaders avoid and delay when hard decisions were necessary because of human consequences, and this failure of leadership courage only made their (and their clients’) problems worse. Non-profits need executive leaders that effectively balance both these vital aspects of strategy.

When I began my non-profit career, I spent a great deal of mental energy getting to the ‘why’ of strategic and operational decisions. This has proven invaluable to my effectiveness as a non-profit leader. I doubt I would have this mindset if I had not had the benefit of professional experience in both sectors.

LINDSAY: The biggest difference between non-profit and my experience in the hospitality industry is that our team is unified by our organization’s mission rather than financial goals and owner direction. I find that team members at my nonprofit lead with empathy and compassion, and make daily decisions based on the needs of our participants that we serve. It is also truly a joy to meet our donors who actively support the health of the organization. I’m accustomed to traditional transactions where a customer purchases a service or product, however, now I have the daily experience of “pay it forward” transactions where the donor supports the organization so that someone else in need has the opportunity to become the beneficiary. It is inspiring!

Q5: What are some of the things the nonprofit industry gets right, in your opinion? And what lessons can the nonprofit sector learn from other sectors to help it improve?

TIM: Nonprofits understand how important it is to be fiscally responsible and communicate the results to the different funders. The nonprofit world has to show that it is making a positive impact with the funds received by all sources. The private sector also requires positive results for the investments it is making. The reputation of each organization rests on results and how the funders are appreciated. Having a close relationship with the giving sources is key to continued funding and ultimately growing the organization. The main lesson I learned from the past is to not fear making the ASK for more. This has been a successful strategy for me over the past 2 years.

KATIE: Nonprofits excel at hiring to ‘values’ and teaching required skills. They excel at giving opportunities to branch out and acquire new skills. They are experts at creatively listening to and serving their client population. Nonprofits excel at caring for their employees in my experience. There is no comparison.

Nonprofits can learn from the for-profit world how to take calculated, mitigated risks. They can learn how to build an environment that tolerates those risks and keeps intentionally, strategically risking even after failure – learning from the failure and growing into a more effective organization.

Both sectors can benefit from becoming students of the strengths of ‘the other’ and incorporating those strengths into their organizational culture. We would all do well to learn how to ‘navigate the gray’ of organizational leadership by learning from the strengths of sectors other than our own.

LINDSAY: Remaining focused on the mission is the guiding star for any organization. Nonprofits are diligent in honoring the mission through every action. We also are incredibly nimble and able to adapt to changing economic conditions to deliver on our mission.
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Special thanks to Tim, Katie, and Lindsay for taking the time to share their insights to help others! If you are a candidate who is considering making a sector switch, you can also read more on this topic in The Moran Company’s previous blog, “5 Tips for Transitioning from Corporate Executive to Nonprofit Leader”. If you would like to be notified of upcoming nonprofit leadership position openings or submit your resume for us to keep on file, view our job seeker information.

At The Moran Company, we work with nonprofit organizations to recruit the right individuals for senior-level leadership and fundraising positions. Throughout the course of our customized search process, depending on the situation and qualifications needed, we are able to attract top talent within the nonprofit sector and beyond. If your organization would like to learn more about our nonprofit executive search services, contact us for a free consultation to see how we can help.

Compiled by Mary Ontko & Laurie Minx
The Moran Company
“We Find Great Nonprofit Executives”