Meet-A-FLiP: Nicole Sebastian

Nicole Sebastian is witness to a multitude of personalities and interpersonal dynamics through her work as Manager of Governance at the Robin Hood Foundation, a NYC-based foundation which targets and reduces poverty by funding and partnering with the best community organizations which have the same goal. She works with these funded organizations to improve their governance structures. To Ms. Sebastian, governance sets the foundation of the organization by either strengthening it or hindering its effectiveness.

She begins her work by observing and analyzing the dynamics of an organization’s board. Consultatively, she provides support through governance education, board development and in some cases, board recruitment. As part of this effort, she also works with individuals interested in serving on the boards of Robin Hood-funded organizations and helps match them with the organization that best suits them. “It’s like high-level matchmaking,” she simplified. And with the perfect match, the results are often measurable through the success of the organization.

With a BA in English and French Literature from SUNY Geneseo and a MPA from the School of International and Public Affairs at Columbia University, Ms. Sebastian knew she always wanted to help people. However, the method of how to do so was never a concrete idea.

Prior to the Robin Hood Foundation, Ms. Sebastian was most recently a freelance consultant, working with nonprofits on developing and implementing strategic and operational plans. Though the Governance program existed before she joined Robin Hood, her dedication and experience has made it into the structured and formidable program it is today.

Future Leaders in Philanthropy: What brought you into the non-profit sector?

Nicole Sebastian: I have always been interested in doing what I can to improve the livelihood of those less fortunate. It’s always been an internally driven goal. The non-profit sector is the only vehicle that allows me to do it the way I would want to. When I was younger my father would ask me what I wanted to do when I grew up. I always replied “I want to help people” but I could never tell him in what capacity. As a banker, this was never a sufficient enough answer for him, and he was the first one to teach me about the importance of quantitatively and qualitatively measuring impact, irrespective of what sector you work in.

FLiP: What is the most satisfying aspect of your position? What is the most challenging?

NS: I’m very fortunate in that I get to work with people across all three sectors who are interested in helping others. The broader benefit about working with organizations that are locally based is that one is able to develop deep relationships with them and it is easier to see and measure the direct impact of your investment and involvement.  Our philosophy is to partner with the groups that we fund in order to help them to succeed. The more successful they are, the more people are served.

The challenge (though it’s both a benefit and a challenge) is that when working with boards, I’m working essentially with a group of volunteers. In addition to serving on a nonprofit board, most have many other responsibilities, including very demanding jobs. The challenge is getting boards to commit the necessary time to provide adequate oversight and stewardship.

FLiP: In your opinion, what are some issues within the sector that may be relevant to Future Leaders in Philanthropy?

NS: The leadership deficit that we are facing and inevitably will have to address is certainly one of the issues within this sector. Many founding nonprofit EDs are beginning to retire and there are not enough people prepared to take over. Another challenge is that many of this next generation of leaders will run into “Founding Syndrome,” in that the retiring EDs tend to have built their organizations through passion and are still committed to running the organizations the way they have always done so. The new generation stepping into these leadership roles are also potentially the first with professional degrees in this field and will be looking for ways to improve efficiency and effectiveness, which will prove difficult for some organizations. The landscape of leadership is going to change dramatically, and there is going to be a definite gap that needs to be filled in the next 10 years.

FLiP: You are also a member of the Board of Directors for StartingBloc. What is its mission and what is your motivation for involvement with this organization?

NS: StartingBloc provides socially conscious undergraduate students and young professional with the training, experience and networks necessary to drive social economic and environmental innovation through their careers and lives as engaged citizens. This is my first experience serving as a board member and given the work that I do, I felt it was important to “walk the walk.” I had been looking for an opportunity to serve on a nonprofit board, and I also wanted to broaden my exposure and get involved with a group that had a very different mission from that of the groups supported by Robin Hood. I first became involved with StartingBloc in the summer of 2004 after receiving a networking call from Martin Smith, President and CEO. After several months of being involved as an advisor of sorts, I was invited to join the board in December 2004.

One of the greatest joys in being involved with StartingBloc has been the opportunity to work with fellow board members. The board, at that time, was in grassroots mode. There is still much to do, but it has been and continues to be extremely rewarding to be a part of growing and developing both the organization and the board.

FLiP: What are your recommendations to someone who is interested in joining the Board of an organization?

NS: 1. Do your homework. People do not give enough thought to the full scope of what serving on a board requires. First, identify a mission that you connect with emotionally – this will help you become more focused.

2.  Consider the time and financial commitment. Be honest about what you are able and willing to contribute. For example, will you have to travel long distances for board meetings? Are you willing to do so?

3. Be familiar with the organization and programs. Understand the population being served or the issue being addressed.

4. Consider the organization’s life stage situation and what your role would be. For example, would you prefer to become involved with an organization that may be going through a major transition or one that is already operating like a well-oiled machine?

5. Make sure there is clarity of expectations on both sides.

Board membership is a serious responsibility but it is also important that you enjoy the experience. As a board member, you are serving as an ambassador for that organization so you must feel connected to the mission as well as to the people involved.

FLiP: What are some challenges and benefits of being on a Board?

NS: It is rewarding to be an integral part of helping an organization to succeed in fulfilling its mission. There is a direct correlation between the strength and effectiveness of the board and success of the organization. Management and leadership will not always consist of the same players so it is the board’s responsibility to establish the organization’s foundation.

One of the greater challenges in serving on a nonprofit board is the constant pressure around oversight and fundraising. One of the board’s primary functions is to ensure that the organization has all the necessary resources, which inevitably includes money. Both the “give” and the “get” components are necessary, and many board members do not feel comfortable soliciting funding. However, it is very important that there is full commitment from the board in the fund development process.

It can also be a challenge (as well as extremely rewarding) to be part of a group of very different people. Serving on a board brings you together with people you may never otherwise have the opportunity to meet and/or work with. Arriving at consensus may at times be difficult, but navigating interpersonal relationships and working as a team for the benefit of an organization is a great way to develop both personally and professionally. 

FLiP: Where would you be and what would you be doing if you were not working in the NP sector?

NS: I would probably be a dive instructor somewhere in the South Pacific.

Comments

[Jorge Gálvez Moreno]

Hola, Nicole me parece muy interesante tu trabajo y apoyo a los más vulnerables.
Te cuento que dirijo una organización de desarrollo sustentable (ONG) en mi país, Ecuador en la parte Sur, provincia de Zamora Chinchipe y tengo una idea para apoyar a los jóvenes de los últimos años de Colegio para capacitarles en el udo de herramientas informáticas para matemáticas como son "derive" y "mathematica". Podrías colaborarme de alguna forma en este proyecto, aún es solo idea, la falta de recursos no permite avanzar mucho en este país.

Saludos

Jorge Gálvez

[J. Alex Saavedra]

Ms. Sebastian, I am interested in helping middle class families(especially families of combat veterans and their widows)to stop living from paycheck to paycheck. I believe a "corporate" approach is essential to solving this problem. I know I have the common sense and intelligence to succeed in this undertaking. The unfiltered truth is that I do not have a degree or track record to even get my foot in the door. Is there any advice you could offer?-Alex.

[Raoul Duke]

Very encouraging and heartwarming to see that you are making a difference, and have been driven to do so for so long... If you're looking to escape (if only for a moment), my dive shop in Belize could use an instructor.