The First 90 Days

The New NAMI

Executive Directors Guide










A publication of the
NAMI Executive Directors Group and
NAMI National Field Operations



TABLE OF CONTENTS





Introduction ..1


Chapter One: Things to Consider Before You Accept... 2


Chapter Two: Get Ready Before Your First Day... 3


Chapter Three: Welcome Aboard! The First 30 Days. 4


Chapter Four: The Second 30 Days. 5


Chapter Five: The Third 30 Days.. 7


Chapter Six: The Honeymoon is Over. 8


Suggested Resources ... 9


















INTRODUCTION




The First 90 Days is a guide for new Executive Directors of NAMI state and affiliate
organizations. It may also be helpful to tenured Executive Directors, especially those who
have been in their position for less than one year. In either case, the information can be of
valuable assistance in assuming and carrying out your role and responsibilities as a NAMI
Executive Director.

By educating yourself on the many pieces of information for which you are now, or will be,
responsible, your value to the organization will be greatly enhanced, and what you learn may
help you avoid costly setbacks. Additionally, as a NAMI Executive Director, you are in a
unique position to develop and enhance the leadership of the NAMI organization.

The first ninety days of a new job is both exciting and overwhelming. There is so much to
learn, so many new faces and new people to meet. This guide has been prepared by people
who have been where you are today, people who have endured and enjoyed their
adventures within NAMI. We hope their experiences will be beneficial to you as you read and
follow this guide.

The time divisions in the following pages are not set in stone, they are suggestions and can
vary based on the NAMI organizations situation, composition, and the styles and
preferences of the individual using the guide. If this information reaches you too late for any
of the sections, we encourage you to read through those sections anyway and prioritize what
still needs to be done.

Not everything in this manual applies to everyones unique situation. We recognize that
there are differences in what needs to be done based on demographics, geography, and
even time of year that you are beginning your new position. Choose what applies to your
situation and feel free to offer suggestions for future editions of this manual to: NAMI
Executive Directors Group, c/o NAMI State Relations Dept, 2107 Wilson Blvd, Ste 300,
Arlington, VA 22201.

If you have questions or need additional information any member of the NAMI Executive
Directors Group Professional Development Committee or Executive Committee is happy to
assist you.

We wish you every success in your new position and look forward to sharing in your
endeavors with the NAMI Organization.



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CHAPTER ONE:
Things to Consider Before You Accept


You did it!! You were selected from numerous candidates for the position of Executive Director for
this NAMI organization. CONGRATULATIONS!

Even in this time of excitement and new beginnings, it is also a time for thoughtful consideration and
further study of your potential new employment. Now is the time to take a hard look at what is the
current situation of this particular NAMI, and to ask some pointed questions regarding your interest,
skill-set, and preconceived notions of the job.

Dont be afraid to ask for documents and materials. Your thoughtful, careful consideration of the job
that lies before you should be respected and appreciated. A mismatched executive can have
devastating effects on the individual and the organization.

Following are suggested steps to take before accepting the new position:



__ 1. Review the following documents to get a
better understanding of the NAMI organization
that is offering to hire you.
Articles of Incorporation
By-laws
Strategic Plan
Personnel Manual
Board minutes for the past 6 months

_____ 2. You will be part of a nationwide
organization. Carefully read the NAMI National
mission and vision statements that have been
approved by the National Board. These can be
found on the NAMI website at www.nami.org, a
great resource for other organizational
information as well.

_____ 3. Review at least three years of
financial data including as many of the
following that they can supply:
Budget
Year-end financial statements
Audits
Annual Reports
Grant reports
IRS Documents tax filings and forms 990


____ 4. Review general structure of the NAMI
organization that will help define the scope of
the position, i.e. staffing charts, volunteer
structure, Board structure, etc.

If your review of the financial situation raises
concern, meet with the Board Treasurer or
current bookkeeper, or perhaps even the
outside auditor to get your questions answered.

Remember that concerns do not necessarily
mean the job is not for you. Most healthy non-
profit and for-profit organizations go through
times of turmoil and change. And, there are
many executive directors who find great job
satisfaction in turning lemons into lemonade!

You are being asked to made a big commitment
and take on a lot of responsibility. This chapter
is simply reminding you to look deeper into the
organization and decide whether this job is right
for you.




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CHAPTER TWO:
Get Ready Before Your First Day on the Job


Youve accepted the position as the Executive Director for the NAMI organization; a new chapter
in your career has begun. As you look forward to the opportunities and challenges that lie
ahead, there are some steps you can be taking to smooth the transition into your new position.
These important steps can help you hit the ground running when you step into your office on
your first day.

Remember that 70% of skills development happens through experience. Although you were
likely hired because of your competencies, during the first month (and beyond) you will be in a
position of both teacher and student.

Following are some suggested steps to get yourself ready as you embark on your new career:
_____ 1. Review Chapter One of this guide.
Anything that you did not accomplish before
you accepted the position should be done now
to help ground yourself for the other steps.

_____ 2. Request and review the following
documents to get a better understanding of
your new job:
List of board members and committees
6 months to a years worth of board
committee minutes
Organizational charts including job
descriptions for all staff, and past
performance evaluations
Organizational brochures, newsletter, and
other mailings
Forms: membership applications,
personnel forms, board reports
Contracts: building leases, rentals,
cleaning services, maintenance
A summary of insurance policies

_____ 3. If you havent done so already,
arrange for a cash audit of fiscal accounts.

_____ 4. Arrange to meet with the previous
Executive Director. Be sure to have a list of
questions in hand.

_____5. Review outstanding office keys to
determine if you should have locks changed on
the office doors.
_____ 6. Arrange for an announcement about
your appointment in the local newspaper and
in the next mailing to members.

_____ 7. Order your business cards

_____ 8. Set up an email account

_____ 9. Begin a calendar of upcoming events:
Board meetings, conventions, education
program training, fundraising events

_____10. Familiarize yourself with the location
of the state NAMI office, local affiliate chapters
and state geography.

_____ 11. Start a list of things you want to do
during your first week on the job.

_____ 12. Complete necessary paperwork for
employment and compensation transition; I-9,
W-4, direct deposit information, etc.

This is an in-between period that is often
overlooked as a time to prepare for the start of
your new job. The most important thing to
remember is to keep in touch your
communication during this period will help set
the tone of your leadership in your new role.

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CHAPTER THREE:
WELCOME ABOARD! Your First 30 Days

Sitting at your new desk, scanning new files, learning new things and meeting new people you
made it! This is when the honeymoon begins. People within the organization and the community will
be anxious to meet you, and will be forming first impressions that will establish future relationships.

Following are some tasks you will want to accomplish within the first thirty days:


_____1. Schedule a personal conference with
each staff person. Use the time to get better
acquainted and find out what each has to say
about the organization, their role and
responsibilities, and share some things about
yourself.

_____ 2. Schedule visits with key board
members, committee chairs and NAMI
National consumer council representative.
Meet with the board leadership at their place
of employment. Discuss current events within
the organization, status of the relationship
between the office and the board, the board
and the affiliates, etc.

_____ 3. Make a personal visit to:
The bank officer where the NAMI
accounts are held
Be sure to review current practices
including check signing privledges
The outside auditor
Any other important financial or legal
persons that have an impact on the
organization

____ 4. Continue filling out the calendar you
started before and add:
Committee meetings
Community mental health coalition
meetings
Key legislative dates
NAMI National conferences and
conventions


_____ 5. Notify NAMI National of your arrival and
contact information to establish two-way
communication with the NAMI National office:
Contact your NAMI Regional Director
Establish a NAMInet account to the NAMI
National intranet service
Subscribe to the NAMI Friday Facts email
list-serve

_____6. If you are an affiliate executive director,
contact the executive director or other leadership of
your state organization and provide them your
contact information.

_____ 7. With appropriate staff, board members or
volunteers review the following:
Cash flow situation
Policies and procedures for accounts payable
and receivable
NAMI web-membership status and process
Current grant contracts
Annual fund raising events and procedures
Staff Policies and Procedures
Board Policies and Procedures
Newsletter, website and other communications
expectations and deadlines.

_____ 8. Meet with the NAMI organizations
insurance agent to review:
Current policies and coverage
Directors and Officers Liability coverage
Review the risk management program


The first thirty days is a good time to ask a lot of questions. You dont have to worry about
seeming unknowledgeable. However, you will establish confidence in those around you by
knowing what questions to ask.
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CHAPTER FOUR:
Your Second Thirty Days


During the first thirty days we recommended that you spend much of your time learning
about your new surroundings, the NAMI organization for which you are now running,
including the staff, members and volunteers. Now it is time to get to know the community
that the NAMI organization serves.

Following are recommendations for tasks to accomplish during your second thirty days:

_____ 1. Begin meeting with key leaders
within the community. Take direction
from your board leadership as to whom
you should meet with, but be cautious
about choosing sides or identifying to
quickly with any community faction.
Among those you will want to meet with
are:
Mental Health Commissioner
Medicaid Director
Executive Director of the National
Mental Health Association state/local
office
Leadership of any mental health
consumer organizations
Mental Health Coalition Chair
Pharmaceutical Representatives (your
Regional Director can help with
contact information)
Any other advisory groups

_____ 2. Arrange to meet with key staff at
foundations, United Way, or other
significant funding sources for your
organization.

_____ 3. Join your local NAMI affiliate.
Get to know members of the
organization. Consider enrolling in the
next education program offered at your
affiliate.






_____ 4. Visit the major newspaper(s) to
meet and establish a relationship with the
editor and/or staff that handle
health/mental health issues. Contact your
regional director for consultation if needed. It
is important to meet these people BEFORE
you need them!

_____5. Contact other media including:
television and radio.

_____ 6. State Executive Directors, arrange
to meet with local affiliates around the state.
The number you visit each month will depend
on the size of your state and the number of
affiliates you have, however, this should be a
top priority for establishing a relationship
with your members.
Ask about communications between the
levels of the organization, listen to concerns,
get to know the members and share your
expectations. Be careful to avoid making
premature promises for change.

____ 7. If you are a local affiliate executive
director, arrange for a visit to you state
organization. Learn about statewide
concerns, current public policy issues, and
the role of your affiliate organization in
statewide affairs

_____ 8. With staff and appropriate
volunteers, review annual giving campaigns
and fundraising events.
Learn who the major donors are and
campaign leaders
Master the campaign structure
Review donor records




_____ 9. Review programs with staff.
Make sure you understand each
program offered.
Find out where the programs are
offered
Review program budgets and how
they are subsidized
How are programs evaluated?
Review current reports
How are programs marketed?
What programs are future program
plans?


_____ 10. Review Helpline/telephone
operations. Are you satisfied with the way
callers are being directed? Is there a
training need?


_____ 11. With staff and/or volunteers
review membership trends.
Where is there growth? Decline?
What are membership rates?
How are renewals handled?
How adequate are membership
records and reports?


_____ 12. If you havent already done so,
review recent NAMI National
communications and documentation
including:
By-laws
Strategic plan
Leadership News newsletter
Advocate newsletter
Website: www.nami.org
Make sure you are receiving the NAMI
National Friday Facts e-mail




_____ 13. Contact your Regional Director
to find out when the next New Executive
Director Orientation is scheduled for.



During this time youre still the new
director, but your staff, board and the
community are getting used to your style.
You should feel you have mastered some
of the nuts and bolts of the
organization and your to-do list is sure
to be growing!
Remember to call on the Executive
Directors group representatives and your
Regional Director for more information or
explanation of things that are still
unclear.




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CHAPTER FIVE:
Your Third Thirty Days


Your new job isnt all that new anymore. After a couple of months you have learned a great
deal, but will continue over the next year. In this thirty day period there is still come detailed
reviewing to be done, however, it is time to move into planning, establishing priorities, and
communicating them with others around you. You will likely have had a board meeting in
these first ninety days, an important step in establishing your relationship with the
leadership and staff of the organization.

Following are some suggestions for this next thirty days:


_____ 1. State Executive Directors should
continue to visit with affiliate chapters.
Concentrate on meeting with the staff
and/or officers of the affiliates. Ask
about historical relationships and turf
issues.

_____ 2. Review vendors and supplies
including printing, office supplies,
telephone services, etc.

_____ 3. With the assistance of your
Regional Director, (or state office for local
affiliate Executive Directors) arrange an
on-site visit to a comparable NAMI state
or affiliate office. Plan to meet with the
Executive Director and President of that
organization.

_____ 4. Utilizing your organizations
current strategic plan and the knowledge
youve gained through your extensive
review process, begin a process of
planning and development for the
organization.




_____ 5. Organize your work by means of
checklists and tickler files. Break big
tasks into smaller ones; create action lists
to complete tasks and delegate or negotiate
smaller tasks

_____ 6. Review the NAMI Affiliate Toolkit

_____7. Determine who the key pubic policy
and advocacy board members and
volunteers are to begin mapping and
developing plans.

This is a critical stage in your new role, an
opportunity to demonstrate to leadership,
staff and members that you understand
what is going on and you have a plan.
Youve read and studied a lot of detail, now
is the time to grasp the big picture and
provide guidance and motivation to
everyone associated or interested in the
NAMI mission.

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CHAPTER SIX:
The Honeymoon is Over


After just three short months youre expected to know the basic operations, the most pressing
challenges, and the where the greatest opportunities are within the NAMI organization you are now
directing.

There will be surprises and you will continue to learn new things as the year unfolds. We close this
manual with some thoughts and words of wisdom from those that have gone before you:


DONT BECOME DESKBOUND. There is a lot
of desk-work associated with the
administration of a NAMI organization. If
youre not careful you may find yourself
becoming isolated from colleagues,
members, and the community. Make sure
your time is balanced between office work
and community appearances.

NOURISH YOUR PERSONAL LIFE. There is
more to life than work. Make time for your
family and outside interests. Arrange for
quiet time, meditation, reflection, devotion
and creative thinking

YOU ARE NOT ALONE! Seek out your
colleagues from other NAMI organizations.
There is no need for any of us to be isolated
our work is built on a sense of family and
shared vision. Your counterparts want to
see you succeed and are here to help.

LOCAL AFFILIATES ARE THE LIFE BLOOD OF
OUR ORGANIZATION. The state NAMI is only
as strong as its local affiliates. Nurture and
support your local affiliates; that is where
most of your leaders are recruited and
developed.

DELEGATE as much as you can. Get your
staff and volunteers involved in setting
goals and determining the work process to
get there. Share and celebrate successes
and examine failures together.



STAY FOCUSED ON GETTING TO KNOW AND
UNDERSTANDING THE ORGANIZATION. You
will soon find that there is more to do than
can humanly be accomplished. And,
everyone has expectations based on their
own priorities. Use this time to get
grounded; dont allow yourself to get caught
up in dealing with issues before you
develop an understanding of organization,
its past and its present.

SEEK TO CONTROL YOUR TIME. There will
always be numerous emergencies and
issues that will emerge to monopolize your
time, if you let them. Make a conscious
decision on how you use your time at work.

REMEMBER THAT YOUR JOB IS TO DEVELOP
AND SUPPORT VOLUNTEER LEADERSHIP
WITHIN THE ORGANIZATION. You will never
be able to do everything that needs to be
done; it is only through creating and
supporting a cadre of active and dedicated
volunteers will our mission be
accomplished.

EMBRACE YOUR ROLE as a leader and
motivator. Top motivators use task
challenge, accomplishing something
worthwhile, learning new things,
friendliness and praise as ways to motivate
staff and volunteers.

8



SUGGESTED RESOURCES:

NAMI RESOURCES:

NAMI Executive Directors Resource Notebook

NAMI Affiliate Toolkit

NAMI National Bylaws and Policies and Procedures

NAMInet, Internal NAMI website for members only

www.nami.org

www.boardsource.com





GENERAL NON_PROFIT RESOURCES:

Managing the Non-Profit Organization by Peter Drucker

Grassroots and Nonprofit Leadership by B. Lakey, G. Lakey, R. Napier, & J. Robinson






















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