Amy Wishnick is passionate about organizations.

With skill, sensitivity, and good humor, Amy works with diverse organizations to enhance their management, leadership, and adaptive capacities to be more effective.

Since founding Wishnick & Associates in 2004, she has worked with an array of nonprofit clients on strategic planning, organizational assessments, executive transition and succession planning, board development, and more.

Wishnick & Associates works successfully with nonprofit organizations of all sizes and budgets. Clients include human services agencies, arts, cultural, education, workforce, and community development organizations, associations, religious organizations, and foundations.

Amy began her career in Washington, DC at the National Endowment for the Humanities where she managed a portfolio of research grants to libraries and archives. Upon returning to Chicago, she was the recruiting coordinator at Mayer Brown & Platt, an international law firm. There she managed all recruiting from law schools and lateral hiring. She consulted with the branch offices to set up their recruiting programs as the firm expanded.

Immediately prior to starting Wishnick & Associates, Amy spent seven years at CMC Consultants, a boutique executive search firm. There she consulted with nonprofits, foundations, higher education institutions, financial services organizations, law firms, trading firms, family offices, and manufacturing companies.

Amy has served on and chaired numerous nonprofit boards. She currently is on the KAM Isaiah Israel Foundation board, which oversees the synagogue’s endowment, and she chaired the rabbinic transition committee in 2013 to 2014.

From 1993 to 1995, Amy had the unique opportunity to serve on the United States Defense Department Advisory Committee on Women in the Services, a committee of civilian volunteers appointed to advise the Secretary of Defense. As a member of the executive committee, Amy designed and implemented a training program for new committee members on how to conduct domestic military installation site visits to gain deeper understanding of career opportunities, forces utilization, and quality-of-life issues for women. She also served as the primary author of two reports for the Secretary of Defense highlighting findings and making recommendations from the executive committee’s overseas trips to military installations in Europe (1994) and Asia (1995).

Amy was president of the Association of Consultants to Nonprofits from July 2009 to June 2011. She joined the organization in 2004 and was a member of the board from 2006 to 2012. She coauthored the association’s 2013 publication, Nonprofit Leader’s Guide to Hiring and Engaging Consultants.

She is also an advisor member of Forefront (formerly Donors Forum).

Amy is a member of the Axelson Center for Nonprofit Management Advisory Committee. She teaches strategic planning at Axelson’s annual BootCamp for New Nonprofit CEOs.

In addition, Amy serves on the selection committee for the Alford-Axelson Awards for Managerial Excellence.

To learn more, please visit http://wishnickandassociates.com.

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HALT – So Your Board Members Can be Their Best Selves

During his freshman orientation, my younger son was introduced to HALT – Hungry, Angry, Lonely, Tired – a stress management technique. For entering college students, it was supposed to help them increase self-awareness and understand what was going on with themselves and how this affected their interactions with roommates and others. It was geared to help them from becoming less pleasant versions of their normal selves. HALT resonates with me. Especially regarding nonprofit boards and board meetings.

Orienting New Nonprofit Board Members – Don’t Make it Sink or Swim

Does your nonprofit bring on new board members annually as a class, rather than randomly throughout the year? If they start out together, I commend you for choosing this wise approach. If not, I hope you will consider making a change after reading this.

Why Aren’t They Talking to Each Other at Board Meetings?

When I read a story or hear about a nonprofit in extremis, I wonder if the leadership has been asleep at the wheel. Did no one see the signs? Why did they not point these things out to each other? What were they (or were they not) talking about at board meetings?

Are You Ready to Manage Staff Transitions?

If handled well, a staff transition can boost an organization’s well-being and capacity, but if handled poorly, morale and service continuity can suffer.

Hiring a Nonprofit Executive: Cautionary Tale – Epilogue

After more than a century, a nonprofit organization just closed its doors. I can’t help but wonder whether the situation would have been different if, years ago, the board of directors had not “settled” when selecting a new executive director.

Hiring a Nonprofit Executive: Cautionary Tale - Don't Settle for Less!

This by Amy Wishnick article is the first of two that discuss what can go wrong when hiring a nonprofit executive. She cautions against settling for less.