Myra Smith, who has served as the de facto “leader in chief” at Leadership Metro Richmond for the past 14 years, is retiring once her successor is in place (likely in early 2025). Below is the second part of our interview with the woman who has led LMR for close to one-third of its almost 45 years. (If you missed part one, you can find it here.)
Phil: The LMR board is currently conducting a search for the next president. What qualities do you think are important for your successor to possess?
Myra: This will be someone who will serve as the public face of LMR, will be the voice of LMR and will have a role as a community leader, a servant leader. It should be someone who is willing to immerse themselves in the community and live the attributes of a servant leader. I think that’s the biggest thing. It’s what people hear, see and feel when you are present.
Phil: Do you think it needs to be someone who has gone through the LMR program?
Myra: Not necessarily, I wouldn’t say that. In fact, all past CEOs were not graduates of LMR. I don’t think you have to be a graduate, but I do think you need to understand our community, understand the Richmond region, understand collaboration, understand how work gets done in this region. The person needs to lead strategic initiatives. LMR has come this far, but the next CEO will need to help answer the question, “Where does it go next?” One attribute that we teach as servant leaders is conceptualization, of dreaming big dreams, of looking forward, of being able to manage the day to day, along with the conceptualization of how to move forward. It’s important to have foresight, to recognize and respond to the environment in which we are in. And this individual will need to be a collaborator. A big part of the job is to partner with for-profits, nonprofits, governments and to create opportunities for graduates and community leaders to learn, network and become engaged. My successor will need to be skilled at fundraising, resource development and building relationships. A big part of that is working with a defined group of alumni. We need deeper relationships with them, and continue to give them opportunities to connect, learn and invest in LMR.
Phil: What advice would you have for that person as they step into your shoes?
Myra: My advice would be to be open-minded. I recognize I don’t have all the answers, and I think I work well with the board, because that’s really key for the continuation of any nonprofit organization – that relationship between the CEO and the board. That’s key. One thing we do teach in our program is what we call H.A.T. It’s important to be honest, authentic and transparent.
Phil: Thanks for talking with us, Myra, and congratulations on your retirement, but also congratulations on the last 14 years and all that you’ve accomplished in that important seat. The person who comes next will have big shoes to fill.
Myra: Thank you, and I do want to add this really quick, and I’m not trying to compare myself to anything grander. I ran United Way campaigns for years, and I had great campaign chairs, and one was David Monday who was with Wheat First Securities, now retired. I remember when he finished the successful campaign, and he said something that he heard in a movie that I’ll always remember. He said, in his words, “I could have done more,” and so I’m feeling a bit that way right now. I wish I could have done more, but I know that’s for the next leader of LMR. I had the most fantastic staff to work with and the most committed and engaged boards to work with. LMR will be in good hands.
