All too often, new managers have no training, peer group, or support. Then, when they fail or burnout, we say they weren’t management material. We can and we should do more to support new managers.

When Cru, a faith-based nonprofit, faced this exact challenge, they decided to offer a coaching program to their emerging leaders. This coaching program would bring in business leaders from outside their organization and engage them as coaches, creating cross-sector support, cross-sector relationships, and cross-sector sharing.

Bob Tiede, who helped start this program over 20 years ago, is joining me to share how this program works and what benefits they've seen in their organization.

▶️ Key Points:

00:58 The challenges new managers face

03:11 Bob’s career journey

09:03 About Cru

10:56 The start of Cru’s cross-sector coaching program for emerging leaders

19:17 The value of cross-sector coaches

23:52 Recruiting cross-sector coaches

26:36 The benefits of a cross-sector coaching program

The Emerging Leaders Skill Gap

In 2004, the leadership team at Cru (formerly Campus Crusade for Christ) recognized a troubling gap. While they had solid onboarding for new staff and some training for new campus directors, there was nothing in place to prepare leaders to take on higher levels of responsibility. The reality? Emerging leaders were being promoted into new roles without support—and whether they sank or swam was left to chance.

Bob, a senior leader at Cru, puts it plainly: “If they swam, we patted ourselves on the back. If they drowned, we said, ‘I guess they didn’t have what it took.’ But the truth is, that’s on us.”

That realization sparked a conversation that would reshape leadership development within the organization. The question was simple: How can we intentionally develop the next generation of leaders?

The answer was unexpectedly bold for the time: Pair each emerging leader with a coach. But not just any coach—an experienced business leader from outside the organization.

Using Business Leaders in Leadership Coaching

Back in 2005, leadership coaching wasn't the industry it is today. It was still a relatively new idea, especially within faith-based nonprofits. The Cru team didn’t have a fully developed strategy, but they followed a hunch that turned out to be prophetic.

“I said, let me go back home and start making phone calls,” Bob remembers. “We’ll never know if leaders are willing to do this unless we ask.”

To his amazement, nearly half of the leaders he called said yes—enthusiastically. Why?

As Bob discovered later, many experienced leaders are eager to give back. But when they approach their local church to offer their time and talents, the response is often underwhelming: “We need more greeters.” That’s not a match for someone who’s spent decades leading teams or running businesses.

When Bob offered them a chance to invest in a rising leader through one-on-one coaching, they saw it as the meaningful opportunity they’d been waiting for.

The Cross-Sector Coaching Program

Now, 20 years later, the results are clear. Over 300 emerging leaders at Cru have gone through the coaching program, guided by more than 200 volunteer coaches—many of whom return year after year. Some have coached as many as seven or eight different leaders over the years.

The feedback is powerful:

From staff being coached: “I’ve never had someone invest this much time in me without an agenda. My coach is the one helping me grow.”
From the coaches themselves: “I signed up to give, but I’m learning so much. I’m a better leader back at my company because of this.”

What started as a leap of faith has become a win-win across the board.

Why Outside Coaches Work

Many organizations use coaches - either internal coaches or peer coaches or a coaching vendor, but Cru chose to use business leaders.

Cru didn’t initially compare coaching models, but over time, the benefits of using external business leaders became clear:

Increased commitment from participants. When Cru staff see the bios of their coaches—high-level executives volunteering their time—they step up. “I don’t want to embarrass myself,” one participant said. That sense of accountability drives deeper engagement.
Respect for the value. When staff realize that this level of coaching could cost $20,000 if paid for out of pocket, they treat it as the gift that it is.
Fresh perspective. Outside coaches bring a viewpoint unencumbered by internal culture, which can help staff see challenges and opportunities in a new light.

Bob puts it simply: “There’s something about being matched with someone outside your world that just changes the dynamic—for the better.”

Recruiting Leadership Coaches

Cru’s approach to recruiting coaches is as relational as the coaching itself. Bob asks people to share their story. He listens. And then, when the moment is right, he shares his own—including the coaching program. Many respond with, “Do you need more coaches?”

Beyond these organic conversations, Cru also relies on current coaches to refer others. “Use the team to build the team,” Bob says.

Lessons for Other Nonprofits

Cru’s model isn’t the only way to support emerging leaders, but it’s a powerful example of how cross-sector collaboration can build capacity, strengthen leadership, and deepen engagement for both the nonprofit and its volunteers.

If your organization is looking to build a leadership pipeline, here are a few takeaways from Cru’s 20-year journey:

Don’t wait for a perfect plan. Start with a strong idea and let it evolve.
Ask for what you need. You might be surprised who says yes.
Respect the power of relationships. Coaching isn’t just about skills—it’s about support, encouragement, and growth.

Leadership coaching doesn’t have to cost a fortune. Sometimes, all it takes is asking the right people at the right time—and believing they’ll say yes.

To learn more about Cru’s unique cross-sector coaching program, tune into episode 133 of the Learning for Good podcast.

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