CFI

Tell us about your experience with leading and managing a team. How do you ensure your team is aligned with the organization's mission?

"In my current role as a Program Manager at Community Integrative Services, I lead a team of Direct Support Professionals (DSPs). My approach to leadership focuses on creating a collaborative environment where everyone understands and is committed to the organization's mission. I achieve this by setting clear expectations, regularly communicating our goals, and ensuring that each team member understands how their role contributes to our mission. I also facilitate monthly team meetings to review our progress, address any challenges, and reinforce our shared purpose. By keeping the mission at the forefront of our daily work, I ensure that the team remains motivated and aligned with the organization’s objectives.

As the primary spokesperson for CFI, how would you advocate for individuals with disabilities in the community?

Advocacy has been a significant part of my career, particularly in my work with individuals with disabilities. As the primary spokesperson for CFI, I would focus on raising awareness about the rights and needs of individuals with disabilities through active participation in community events, speaking engagements, and policy advocacy. I would collaborate with local, state, and national organizations to amplify our message and ensure that the voices of those we serve are heard. My experience in representing clients in various forums has taught me the importance of being a strong, informed, and empathetic advocate, which I would bring to my role at CFI.

How do you plan to measure the success of CFI’s programs and initiatives?

Measuring the success of CFI’s programs involves setting clear, measurable goals and regularly evaluating our progress against these objectives. I would implement a combination of quantitative metrics, such as the number of individuals served and improvements in client outcomes, and qualitative feedback from clients and their families. Regular program evaluations would help identify areas of success and those needing improvement. I believe in using data-driven decision-making to guide program adjustments and ensure that we are effectively meeting the needs of our community. My experience in managing similar evaluations in my current role has prepared me to bring this structured approach to CFI.

What is your approach to financial management and ensuring the financial health of a nonprofit organization?

Financial management is critical for the sustainability of any nonprofit. My approach involves careful budgeting, regular financial monitoring, and transparency with the Board and stakeholders. I would ensure that CFI has a balanced budget that aligns with our strategic goals while maintaining a reserve for unforeseen challenges. Diversifying revenue streams, such as through grants, fundraising, and partnerships, would be a key strategy to ensure financial stability. My experience in managing budgets and overseeing financial operations at CertaPro Painters has given me the skills needed to maintain CFI’s financial health and support its growth.

How would you handle a situation where CFI’s services are not meeting the needs of the community?

If CFI’s services were not meeting the needs of the community, I would start by gathering feedback from clients, staff, and stakeholders to identify the gaps. Based on this feedback, I would work with the team to adjust our programs to better serve the community, whether that involves modifying existing services or introducing new initiatives. I would also ensure that we are continuously monitoring the effectiveness of our programs and making data-driven adjustments as needed. My experience in adapting programs to meet client needs at Community Integrative Services has prepared me to handle such situations with a proactive and client-focused approach.

How would you approach the development and execution of a new strategic plan for CFI?

Developing and executing a new strategic plan begins with a thorough understanding of CFI’s current position and the needs of the community we serve. I would engage with the Board, staff, and community stakeholders to gather input and ensure that the plan reflects our collective vision. The strategic plan would include clear, achievable goals with defined timelines and responsibilities. I would implement regular check-ins to monitor progress and make necessary adjustments along the way. My experience in leading strategic initiatives has taught me the importance of collaboration, clear communication, and flexibility in ensuring successful execution.

What is your vision for the future of CFI, and how do you plan to achieve it?

My vision for CFI is to expand our reach and enhance our impact in the community by offering comprehensive services that empower individuals with disabilities to live independently and with dignity. I would work to strengthen our partnerships, increase community engagement, and secure sustainable funding to support program expansion. Achieving this vision would involve strategic planning, focused advocacy, and continuous improvement of our services. My goal is to position CFI as a leader in the independent living movement, and I am committed to leading the organization toward this future with passion and dedication.

How do you ensure transparency and accountability within an organization?

Transparency and accountability are critical to building trust within an organization. I ensure transparency by maintaining open lines of communication with the Board, staff, and stakeholders, and providing regular updates on our progress and challenges. Accountability is reinforced through clear expectations, regular performance reviews, and a culture of feedback and continuous improvement. My experience in managing compliance and documentation processes at Community Integrative Services has taught me the importance of maintaining high standards of transparency and accountability in all aspects of our work.

How do you balance short-term organizational needs with long-term strategic goals?

Balancing short-term needs with long-term goals requires a strategic approach that aligns daily operations with our broader mission. I would prioritize immediate actions that contribute to our long-term objectives, ensuring that we are making progress toward our strategic goals while addressing urgent needs. Regular review of both short-term and long-term priorities would be essential to staying on track. My experience in managing multiple programs and ensuring alignment with organizational goals has prepared me to effectively balance these demands at CFI.

Why should we choose you as the next Executive Director of CFI?

You should choose me as the next Executive Director of CFI because I bring a unique combination of experience, passion, and commitment to the role. My background in program management, team leadership, and advocacy aligns perfectly with the responsibilities of this position. I have a proven track record of successfully managing complex programs, securing funding, and driving organizational growth. Additionally, my dedication to the disability community and my understanding of the principles of DEIA ensure that I will lead CFI with integrity and a focus on inclusion. I am excited about the opportunity to contribute to CFI’s mission and confident in my ability to make a meaningful impact.

Tell me about yourself.

I’m a dedicated professional with a strong background in program management, team leadership, and advocacy for individuals with disabilities. Over the years, I’ve developed expertise in managing complex programs, ensuring compliance, and leading diverse teams to achieve organizational goals. My recent role as a Program Manager at Community Integrative Services has allowed me to refine my skills in strategic planning, staff development, and community outreach. I’m passionate about empowering individuals with disabilities to live independently, and I’m eager to bring my experience and commitment to the Executive Director role at CFI.

What are your greatest strengths?

My greatest strengths include my ability to lead and inspire teams, strategic thinking, and a deep commitment to the mission of supporting individuals with disabilities. I excel at aligning team efforts with organizational goals, fostering a collaborative environment, and driving continuous improvement. My experience in financial management and program development has also equipped me to make data-driven decisions that enhance program effectiveness and sustainability.

What are your weaknesses, and how do you manage them?

One of my weaknesses is that I can be overly detail-oriented, which sometimes slows down decision-making. However, I’ve learned to manage this by setting clear priorities and deadlines, and by trusting my team to handle certain aspects of projects. I’ve also worked on improving my ability to delegate tasks effectively, ensuring that I maintain a balance between attention to detail and overall project momentum.

Describe a difficult decision you’ve made and how you handled it.

In my role as Office Manager at CertaPro Painters, I had to make a difficult decision regarding budget allocation during a period of financial strain. We had to choose between investing in marketing or addressing urgent operational needs. After analyzing the potential impact of each option and consulting with the team, I decided to prioritize the operational need, as it directly affected our service delivery. This decision maintained our service quality, and we later saw a return on investment when we were able to resume marketing efforts with a stronger operational foundation.

How do you prioritize your work and manage your time?

I prioritize my work by focusing on tasks that align with the organization’s strategic goals and have the greatest impact. I use a combination of planning tools, such as task lists and calendars, to stay organized and ensure that deadlines are met. Additionally, I’m proactive in assessing the urgency and importance of tasks, which helps me allocate my time effectively. I also make it a point to regularly review and adjust my priorities as new challenges and opportunities arise.

How do you handle stress and pressure?

I handle stress and pressure by staying organized, maintaining a positive attitude, and focusing on solutions rather than problems. I find that breaking down large tasks into smaller, manageable steps helps me stay on track and reduces stress. I also prioritize self-care, including regular exercise and mindfulness practices, to keep myself balanced and resilient. In high-pressure situations, I rely on my ability to stay calm, assess the situation objectively, and make informed decisions.

Why are you interested in this role?

I’m passionate about empowering individuals with disabilities, and the mission of CFI aligns closely with my values and professional goals. This role represents an exciting opportunity to lead an organization that makes a meaningful impact on the community. My experience in program management, advocacy, and team leadership makes me well-suited to drive CFI’s mission forward. I’m particularly excited about the opportunity to contribute to CFI’s strategic growth and expand its reach in supporting the independent living movement.

Where do you see yourself in five years?

In five years, I see myself continuing to lead CFI, having successfully expanded its programs and impact within the community. I envision CFI as a recognized leader in the independent living movement, with a strong reputation for innovation and advocacy. My goal is to continue developing as a leader while making a lasting difference in the lives of individuals with disabilities, ensuring that CFI remains a cornerstone of support and empowerment in the community.

What is your leadership style?

My leadership style is collaborative and inclusive. I believe in empowering my team by providing them with the resources and support they need to succeed. I prioritize open communication, ensuring that everyone feels heard and valued. I also lead by example, demonstrating a strong commitment to our mission and setting high standards for myself and my team. I’m results-oriented, but I balance this with a focus on personal and professional development, helping my team members grow in their roles.

Can you give an example of how you’ve dealt with a team member who was underperforming?

In my role at Therapeutic Associates Physical Therapy, I encountered a situation where a team member was struggling to meet performance expectations. I addressed the issue by having a one-on-one meeting with them to understand the challenges they were facing. Together, we identified specific areas for improvement and created a development plan that included additional training and regular check-ins to monitor progress. By providing support and setting clear expectations, the team member was able to improve their performance, ultimately becoming a valuable contributor to the team.

How do you handle constructive criticism?

I view constructive criticism as an opportunity for growth and improvement. I’m open to feedback and appreciate when others take the time to share their insights with me. When I receive constructive criticism, I take it seriously, reflect on the feedback, and consider how I can apply it to improve my performance. I believe that being open to criticism is essential for personal and professional development, and it helps me become a more effective leader.

What motivates you in your work?

I’m motivated by the opportunity to make a positive impact in the lives of others, particularly in empowering individuals with disabilities. Knowing that my work contributes to helping people achieve greater independence and a better quality of life is incredibly fulfilling. I’m also driven by the challenge of finding innovative solutions to complex problems and by the opportunity to lead and inspire a team toward achieving our shared goals.

How do you build relationships with your team?

Building strong relationships with my team is a priority for me. I do this by fostering an environment of trust and respect, where open communication is encouraged. I make an effort to get to know each team member personally and understand their strengths, challenges, and aspirations. Regular one-on-one meetings, team-building activities, and recognizing individual and team achievements are some of the ways I build and maintain strong relationships. I believe that when team members feel valued and supported, they are more motivated and engaged in their work.

Why are you leaving your current position?

I’m seeking a new opportunity that aligns more closely with my passion for nonprofit leadership and my commitment to serving individuals with disabilities. While I’ve gained valuable experience in my current role, I’m excited about the prospect of taking on a more strategic leadership position where I can make a larger impact. The Executive Director role at CFI offers the perfect opportunity to apply my skills and experience in a way that supports a mission I deeply care about.

Do you have any questions for us?