Recently, Blair Search Partners went live with Ian Gordon, a nonprofit executive with more than 20 years of experience leading mission-driven organizations in San Diego and Washington, D.C., as part of our Building a Winning Team LinkedIn Live series.
Ian joined Trevor Blair, BSP’s CEO, and Torrey Albertazzi, Managing Director, for a wide-ranging conversation about navigating the executive job market, building strong teams, and leading with both courage and care. Drawing from decades of workforce development and equity-focused leadership, Ian offered insights that every nonprofit executive and board should hear.
Watch the conversation and then read on to explore his leadership journey and the lessons that can guide organizations through today’s complex environment.
Meet Ian
Ian Gordon is a nonprofit executive with more than two decades of leadership experience in San Diego and Washington, D.C. His career has spanned equity-focused youth development, workforce advancement, and collective impact, with a consistent emphasis on aligning partners across sectors to achieve systems change.
He has led community initiatives at both the community and policy levels, helping secure major investments and shaping strategies that improve outcomes for children, families, and entire communities. Beyond his nonprofit leadership, Ian has also worked as a business owner and consultant, bringing a multifaceted perspective to organizational growth and collaboration.
Building Teams with Data and Collaboration
When Ian joined United Way of San Diego County, the organization was in transition. Rather than rushing to make changes, he first strengthened the foundation by bringing on a director of research and evaluation.
“One of the first positions that I brought on was someone for data research and evaluation, because I think that is key,” Ian said. “When you’re working in nonprofits, you really have to follow the numbers. You really have to use data to drive, not just your strategy, but [to hone in on] what the issues are and then bring that to bear.”
That focus on data became a hallmark of his leadership, paired with an emphasis on collective impact. For today’s executives, the lesson is clear: resilience comes from aligning strong people with clear evidence and shared vision.
Crossing Markets: Local vs. National Talent
Ian knows firsthand what it’s like to step into leadership as an “outsider.” When he moved from Washington, D.C. to San Diego to lead a new youth development initiative, some initially resisted hiring a non-local candidate.
He acknowledged the importance of cultivating local pipelines but also emphasized that organizations should not limit themselves. In his words, “I’m a big proponent of local workforce development, talent pipelines, and ensuring homegrown talent. The two don’t have to be mutually exclusive.”
He added that bringing in leaders from outside requires intentional support: introductions to key stakeholders, community context, and opportunities to learn the local culture. For executives relocating, his advice was to listen more than they speak—because communities want to feel respected, not managed by outsiders who claim to have all the answers.
Succession and Readiness for Leadership
Ian emphasized that succession planning should not stop at the CEO. “Succession planning is a key retention tool,” he explained. “No matter where you are in the organization, folks want to feel like they are part of what’s next. Because if you don’t, that employee will put into action their own succession planning out.”
When asked how professionals know they are ready for the C-suite, Ian reframed the question around alignment rather than tenure. “Readiness is when your skills, your passions, and your ability to contribute at that level all line up,” he said.
He added that executive leadership requires a shift in perspective: “At the C-level, you’re now invested in ensuring that the organization is viable; you’re transitioning out of being in the weeds, in the program level, to now making decisions that will sometimes be contrary to what you know happens at the program level, and that’s in the best interest of the organization.”
Boldness in Uncertain Times
Reflecting on the current state of the nonprofit sector, Ian was clear: “This is not the time to shrink. This is not the time for nonprofits to retreat and entrench. This is the time to be bold.”
That boldness, he explained, requires innovation. “If you’re programming now, as you did 10 years ago, you’re missing the boat,” Ian said. He pointed to issues like homelessness, which look very different today than a decade ago, as proof that organizations must adapt their approaches.
Boldness also means focus. “One of the things that we tend to do, we are guilty of as nonprofit leaders, is trying to be everything to everyone,” Ian noted. Instead, he urged leaders to double down on what they do best and partner with others to meet additional needs. “Together we will wrap ourselves around the community, leverage our resources, and go after new resources given our shared interests.”
What’s Next?
As Ian looks ahead to his next leadership role, he is focused on finding an organization where mission and culture align with his values: equity, transparency, collaboration, and bold action.
His message for today’s nonprofit leaders is simple but powerful: listen deeply, lead with integrity, and don’t be afraid to think differently. By doing so, organizations can not only navigate the challenges of today’s job market but also build teams capable of lasting impact.
A huge thank you to Ian Gordon for sharing his journey and insights and for reminding us that building a winning team starts with leaders willing to bring both courage and care to the table.
Stay tuned on LinkedIn as we continue to meet with top experts in and around the nonprofit sector to discuss relevant issues, grow our understanding of the challenges and opportunities in our workplaces, and uncover the ins and outs of what it takes to Build a Winning Team.