One of our greatest strengths at Pregame is supporting new executive directors as they clarify their vision for their new organization. The first year of leadership is pivotal for building trust and relationships, and for turning a big vision into a solid game plan.
Working with Candace Avalos, executive director of Verde, made us better. She challenged us to open up our strategic planning approach to evolve into a truly co-creative model: being responsive to all team perspectives so that their collective vision is truly represented in the result.
Verde serves communities by building environmental wealth through social enterprise, outreach, and advocacy. Since 2005, Verde has brought new environmental investments to Portland’s neighborhoods, involved community members in the planning and building of these investments, and ensured that low-income people and people of color directly benefit from these investments.
Halfway through the actual implementation of their strategic plan, Candace reflects on how their plan empowered their rapid evolution and growth.
Pregame: Candace, it’s nice to see you and talk to you again! Can you tell us what you faced when you first started as the executive director at Verde, and how you began to bring your vision to life?
Candace: It’s great to be here. When I joined Verde as its executive director, I was new not only to the role but also to the non-profit sector. This presented a significant knowledge gap that I had to quickly bridge. Additionally, I needed to swiftly put forward a vision to move the organization forward at a critical juncture.
Verde was receiving new funding from various sources, which required us to step into different policy spaces and expand our social enterprise. The organization was in a period of significant internal and external transition. As the first executive director who wasn’t the founder or a long-time staff member, I had to build trust both personally and in my leadership.
What prompted you to seek outside help?
Being new to the sector, I knew I needed support. I had a background in leadership education and strategic planning, but this felt like a whole new ball game. We needed someone experienced in the non-profit sector to guide us. Additionally, Verde had recently undergone a failed strategic planning process, which made everyone cautious. We needed a strategic planner who understood our unique needs.
How did you find out about Pregame?
I connected with other executive directors as I was new to the role. Sarah Iannarone, the executive director at The Street Trust, recommended Pregame. She shared your portfolio, and I was impressed by your work with various organizations like The Street Trust, the Fire Bureau, and Portland Street Response. This breadth of experience reassured me that Pregame could tailor their approach to Verde’s needs.
We started with a series of one-on-one sessions to clarify your goals and vision. Was that helpful?
Absolutely. The initial executive coaching phase was crucial. It helped build my confidence as a new leader and provided skill-building in both strategic planning and overall leadership. This foundation was essential for earning trust and leading the process effectively.
Throughout the process, we took a co-creative approach. What were the advantages of this method?
The co-creative approach allowed us to be responsive and nimble. We pivoted several times, adapting to new information and circumstances, such as the COVID outbreak. This flexibility helped bring staff along, making them feel like they were part of the process. By the end, they had ownership of the strategic plan.
You were also rebranding during this time. How did that integration work out?
The rebranding breathed life into our strategic plan. It gave us a visual representation of our new direction and helped communicate our vision to our community and partners. The strategic planning process clarified our ecosystem—who we serve, who we work with, and who we answer to. The rebrand visually and strategically aligned with our mission.
You’re now about halfway through the actual plan. How’s it going?
It’s been challenging due to many organizational shifts and staff changes. However, we’ve been adaptable, adjusting priorities as needed. We’ve cut some elements that no longer fit and embraced new ideas. The plan remains a living document, guiding us while being flexible. Our mission, vision, and values help us make informed decisions.
What’s next for Verde? What are you looking forward to?
We’ve recently filled some critical positions, bringing in individuals who align perfectly with our vision. Each new hire has brought valuable skills and fresh ideas. For instance, our new Verde that builds manager has extensive experience in workforce development, which aligns with our goals. With all positions filled, we’re reorienting and continuing to move the organization forward. We’re in a great place, and I’m excited about our future.
When you’re clear about your direction, it becomes easier to make the right decisions and attract the right people.
Absolutely. Clarity in our mission and vision has been key. It helps us make the right decisions and ensures we have the right people on board for our journey.
Check out photos from our Team Retreat with the entire Verde team!
