Ask for the Investment: Leadership Development for Executive Directors & Their Teams
Efficiency is a prized value in managing nonprofits. We’ve been taught that the less we invest in our own operations, the more “superior” our work appears to funders and the public. But what’s the underbelly of efficiency? What gets overlooked when we treat investment in people as overhead instead of mission?
Robin Wall Kimmerer, in Braiding Sweetgrass, tells a story that illuminates this blind spot. An engineer joined an Indigenous community for wild rice harvesting. He watched as grains of rice fell back into the water and quickly designed a device to prevent that “waste.” When he proudly presented it, an elder explained that those fallen grains were seeding future crops. What looked inefficient to him was actually the key to long-term sustainability.
Nonprofits often fall into the same trap. We cut investment in leadership and staff development for the sake of efficiency, not realizing that this undermines the sustainability of our organizations. Without tending to the humans doing the work, we sabotage our future harvest: staff leave, burnout spreads, innovation stalls.
Investing in coaching and leadership development isn’t an indulgence—it’s the seeding of future crops. It’s how we ensure leaders thrive, staff stay, and missions endure.
Nonprofit leaders are no strangers to scarcity. You’re asked to stretch every dollar, maximize impact, and often sacrifice your own well-being in service of the mission. Yet one of the most overlooked—and most strategic—investments an Executive Director can make is in their own leadership and in the development of their staff.
It’s not indulgent. It’s essential.
The High Cost of Burnout and Turnover
Research shows what you’ve probably witnessed firsthand: when staff are exhausted, unsupported, or undervalued, turnover follows. And turnover is expensive. The Society for Human Resource Management estimates the cost of replacing an employee at 6–9 months of their salary. For nonprofits, that means not only money lost, but also relationships, institutional knowledge, and precious time that could be directed toward mission.
Gallup has found that employees who feel their employer cares about their development are 3.6 times more likely to be engaged and stay with their organization. Conversely, when staff feel undervalued, no salary bump is large enough to sustain long-term commitment.
Cultures of Care Pay Dividends
Studies by Deloitte and others point to a truth Executive Directors often feel in their bones: when employees feel appreciated and invested in, they bring more creativity, collaboration, and energy to their work. Investment in coaching and leadership development sends a clear message—you matter here.
And appreciation isn’t just “nice.” It has a higher return on investment than compensation alone. Daniel Pink’s research in Drive underscores that what motivates people most is not money, but autonomy, mastery, and purpose—all of which are cultivated when leaders and teams have access to coaching and growth opportunities.
Why Coaching?
Coaching isn’t about fixing what’s broken. It’s about drawing out what’s possible. For leaders and staff alike, coaching builds:
Confidence to trust themselves and lead decisively.
Stronger relationships through honest communication.
Future-focused action instead of dwelling on problems.
Alignment between personal gifts and organizational goals.
Resilience and motivation to bring their best to work—and life.
For an Executive Director, coaching is a chance to pause and think strategically, to navigate the unique pressures of leading a mission-driven organization, and to avoid isolation at the top. For staff, it’s a tool to build capacity, prevent burnout, and create a culture where everyone thrives.
How to Make the Ask
Many Executive Directors hesitate to request investment in their own development. But your growth is not separate from your organization’s growth—it is the driver of it. Here are three ways to frame the request to your board or funders:
Do the Research for Them.
Share the facts. For example, the International Coaching Federation found that 70% of people who worked with a coach saw improved performance, 80% gained confidence, and 72% improved communication skills. These outcomes translate directly to healthier teams and stronger organizations.
Connect It to Mission Impact.
Be specific about how your growth as a leader—or your staff’s development—will strengthen outcomes. For example: “With stronger coaching support, I can focus on scaling our fundraising strategy and leading with less burnout,” or, “Staff development will reduce turnover and increase our capacity to deliver on programs.”
Make a Bold, Clear Request.
Know what you’re asking for: the scope, the cost, and the time commitment. Most coaching engagements range from 3–6 months, with fees varying widely. Present the request as an investment in sustainability and impact, not as a luxury. Even if your board can’t cover the full amount, partial funding demonstrates a commitment to leadership and culture.
Modeling What You Want for Your Organization
As an Executive Director, you set the tone. When you ask for support in your own development, you normalize growth, self-care, and vulnerability as strengths. When you extend those opportunities to your staff, you create a culture where people stay, thrive, and innovate.
Your leadership—and your team’s well-being—are not overhead. They are the lifeblood of your mission. Asking for this investment is one of the wisest moves you can make for an organization’s sustainable future.