By contrast, my next experience working with a board was extensively hands-on. As a volunteer, I was responsible for several aspects of our non-profit programs which left me overworked and burned-out. I was perpetually occupied by tasks that demanded my focus and was unable to give attention to the broader goals and changes that I wished to bring within the organization. Moreover, we often struggled with a lack of funds and could never advance beyond day-to-day commitments. Unlike my previous experience, this engagement allowed my involvement, but to such an extent that I was left with no resources to truly make a difference.
I maintained my involvement with non-profits as Public Affairs Manager to explore the staff side of things. In this capacity, I had the opportunity to work alongside a variety of Executive Directors, Presidents (paid senior leader of staff), CEOs and CEOs to oversee activities at the organization. Working closely with them gave me the unique opportunity to observe and gain insights into the challenges that they typically faced.
Over time, I advanced in my credentials, designations and responsibilities to assume the role of Communications Consultant, wherein I collaborated with managers, leaders, and staff members of nonprofits. It was during this tenure that I was exposed to the conflict and misunderstandings arising from different board personalities.