The call came at 10 a.m. on June 30, 2015: The National Fenestration Rating Council’s chief executive officer was out, and I was being asked to step up as acting CEO.

Thankfully, I had had the extreme good fortune of serving as NFRC’s chief operating officer for 10 years. Working alongside the CEO, I knew the organization, its players, and its challenges. I had seen how the organization had changed and had my own ideas about how we should fix legacy issues and address serious market challenges.

The mantle of leadership is heavy, however. NFRC’s staff of 16 had been thrown a curveball. Instinctively, I understood that they were looking to me for stability. Likewise, I knew that our board needed immediate assurances that they had acted wisely.

With that came Realization Number One: I had to assume the attitude that I was the best person for the role. Like a pinch hitter, I had nowhere to turn, no time for self-doubt. I was up at bat. All eyes were on me.

Critical Communication

I called the staff together, but I didn’t provide the assurances of stability that many wanted to hear. That would have been misleading. Instead, I outlined the concept of the defining moment: a point when the essential character of a team is revealed.

I told our staff that defining moments have three characteristics: They reveal, test, and shape. This was NFRCs’ moment. We would decide if our actions and vision would positively influence the organization, its members, and the public. I told each staff member that they had the power to decide how they would act in this defining moment. I levied an expectation and simultaneously invited my team to come with me on this journey.

Next, I connected with the board. This is a group of dedicated volunteers whose ability to govern was previously hampered by a lack of transparency about our strategic initiatives and challenges. Weekly calls with the executive committee became standard. I worked closely with our chair to understand the board’s perspectives, priorities, concerns, and goals. Candor was the order of the day.

With that, I came to Realization Number Two: You can’t over-communicate with your staff or board.

As COO, I largely had been sheltered from direct relations with the board. Now was the time to show them who I was, how I manage, and what I was capable of doing for the organization.

An air of excitement and some apprehension permeated NFRC in the summer of 2015. Staff members and the board were anxious to get the ball rolling and move past the uncertainty and stagnation that plagued us earlier in the year.

My days became filled with meetings and phone calls as I was inundated with requests. I soon came to Realization Number Three: I was “it,” and that meant the board expected me to be versed in all things NFRC. My previous operations-centric role was shunted aside as I was thrust into a position that required extensive knowledge of the technical aspects of the fenestration industry. I felt overwhelmed and underprepared.

Yet, I gained solid footing with Realization Number Four: It’s not what you know; it’s how you use your resources. For me, a critical resource was the team of industry experts on staff. I got up to speed with weekly briefings on technical issues and attended multiple program training sessions.

Steady Progress

As summer moved into fall, our staff was making strides. Apprehension was replaced with a positive and productive environment. We made sure that the whole team understood our strategic goals and the part each played in fulfilling them.

And I was more comfortable at the helm, enough for Realization Number Five: Stay true to your management style and allow the board to adapt to it. With NFRC in “go mode,” I embraced my reality-check management style. As COO, I largely had been sheltered from direct relations with the board. Now was the time to show them who I was, how I manage, and what I was capable of doing for the organization.

This was perhaps the riskiest realization, but stifling an existing management style or contriving to adopt another simply won’t work in the long run.

Asked to prepare the organization for a new CEO, I helped the board understand the distinction between an acting and permanent chief executive, created a transition plan, and lined up recruitment firms to begin the search in late fall. It was with surprise and gratitude that I accepted the permanent CEO position in October.

That honor led to Realization Number Six: The benefits of training and management experience should never be underestimated. A strong understanding of association management, demonstrated by my Certified Association Executive credential, coupled with the institutional knowledge I had of NFRC, gave me a leg up. Moreover, being open and transparent with our board, staff, and members signaled my willingness to listen, learn, and collaborate, which is just what the organization needed.

NFRC has moved through 2016 with tremendous energy. Since January, we have added five staff members, embarked on a brand-revitalization project, launched a website-redesign effort, and completed a successful financial audit. We also are taking on projects that will help us break into new markets.

Our board is engaged, informed, and enthusiastic. Our programs are delivering quality returns for our members. Our staff is working with determination and deliberateness.

This pinch hitter got a spot on the starting roster and is having a good season.