They say that good leadership is hard to find, but Main Street is often the exception to the rule. Spearheading community improvement attracts people with a lot of passion, so managers often throw their heart and soul into the job. Depending upon the size of your program and whether the job is full- or part-time, you may get applicants that have extensive experience, or alternatively, someone with broader nonprofit experience.
Think carefully about how you structure the role of your program manager. New HR regulations require nonprofits to pay overtime unless the employee is classified as nonexempt. Other hiring options include splitting a staff member with another community organization or contracting for on-call services with a consulting firm. Either way, make sure the duties and expectations are clearly defined — communication is the key to success! The National Trust for Historic Preservation’s The Main Street Board Members’ Handbook provides great step-by-step instructions on hiring a Main Street manager.
Annual reviews will help everyone keep performance on track. Be sure to establish the review criteria upon hiring, so that both the board and manager know the expectations. Using both qualitative and quantitative measures can help with the structure. When conducting the review, be sure to identify specific instances of both positive behavior as well as areas that might need improvement, and provide a concrete list of things to work with dates by which any issues should show improvement.
Training is one of the best ways a new manager can immerse themselves in the philosophy of Main Street while bolstering their skills in historic preservation, event logistics, or economic development. Budgeting for attendance at state and national conferences is key, but a great deal of information can be learned simply by visiting other area programs.
Change happens. Be sure to have a transition or succession plan in place to help with the continuity of business when changes occur. Keeping open communication with your Main Street manager may help with anticipated change on their part, but any move on the board’s part should not be a surprise. Firing an employee requires a deliberative approach and a record of feedback over time through performance reviews. This move can be stressful, and a board may want to consult a human resources professional to advise on correct procedures.