In a world full of Pinterest quote boards that rule social media, leadership, especially in the nonprofit sector can mean a variety of different things to a variety of different people. Spending most of my working life in the nonprofit world, there is a fine line between business leadership and empathetic leadership. Thirteen years ago when I began working for the YMCA, I could not differentiate and was challenged by that line on a regular basis. Beginning my career in a suburban, revenue-generating branch of the Y, we worked with all kids and families who paid for their services. It was a branch that generated enough revenue to assist our “Mission Branches” 20 miles away in Boston. We used good business sense every day, and my former Executive would remind us daily, when we make the revenue we spend the budgets; when we don’t, we manage expenses to ensure we hit the net bottom line. We had a duty, a responsibility even to those in the city who needed that surplus. My team was a group of young, early 20 somethings that ran after school programs and were motivated by beers on a Friday night and happy kids and families.
Fast forward, through a decade of work in urban environments, where every dime is accounted for and then some. Being the recipient of 
needed surplus funds made you find other ways to motivate the team that did not include lunches, beers, or other costly treats. My leadership evolved. It evolved into more than wanting to do and be the best, it evolved into wanting to make others around me even better. When I took on the hardest role of my career, Branch Operations at the largest Urban Branch, I felt like Morgan Freeman in Lean on Me. Every day I was challenged, for who I was, who I wasn’t and what I was going to do to better the environment I was in. ‘Influence’ became my word of the year. How could I influence a group of people who didn’t know me, or want to for that matter to make change that would essentially change the culture of a location? I have never been so challenged in my career. What I realized was the team that was there wanted to be lead. They wanted someone to convince them to “follow me” to this better path of work, and procedures and quality of their own lives… and that’s exactly what I did. I was transparent in my flaws and shared all I could. I created games to incentivize the team and members to comply with policy. Update your email and be entered to win…. I spent time listening and doing even more listening to what their vision for their Y was and what they wanted to accomplish. I put this Y first, always, which now I think I could have maybe done differently but I lead. Early mornings, late nights, weekends, holidays, snow storms I answered calls, texts and emails at all hours and I lifted up their work and I lead them. Lead them to everything they described that they wanted to see… and then I left them to be a Branch Executive, a role that made me change my whole way of thinking.
The role of a Branch Executive is interesting- it’s a leadership role that requires influence. There is another level between you and the leadership team, but their success and drive is what makes you in your role successful, so how do you manage that? Its hard! So hard! But four years later this is what I know. When I stopped focusing on other people’s leadership and focused on my own, things began to happen. I said what I meant and meant what I said. I cared deeply, showed up and sat in programs: dance and swim and karate and group exercise. I sat behind the desk and talked to members and staff. I spent ( and still spend) hours upon hours with teens, who, whether you are ready or not, will give you tough feedback. I lead from my heart, I took leaps of faith and allowed my team to try new programs. Some worked out well, others, meh not so much, but they felt trusted and validated and safe. They felt safe to make mistakes, and safe to try new things and safe to work out their own leadership insecurities. The branch thrives, new leaders have been created. They are creating leaders in their departments, in our Y it’s a beautiful thing to watch. Leadership is always evolving, but once my own drive to continually work on my craft dies- and Lord knows I hope it does not- it will be time for me to retire as the leader and learn to be lead again.
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Andrea Baez is a seasoned nonprofit executive currently serving for the YMCA of Greater Boston at the Dorchester Branch. She has spent the better part of her working years in the nonprofit sector, previously at For Kids Only Afterschool and then the YMCA. Leveling the playing field for everyone is her goal every single day. She is passionate about bettering Dorchester and providing young people a safe space to learn, grow and thrive. She believes in the Y’s values of Putting People First, Listening and Serving, For a Better US! She is a mother of 2, devoted wife and daughter and currently resides in her hometown of Winthrop MA.
