When she began at Habitat for Humanity Saint Louis, Kimberly McKinney didn’t see herself staying at the nonprofit more than a few years. That was 18 years ago, and she now serves as CEO of the local chapter. She continues to be moved by the dedicated work of her team, and is grateful to be able to provide much more than a house to the families they serve.
What did you study in college?
Organizational management and marketing, at East Tennessee State University.
What did you do earlier in your career?
Right out of college, I had a very short stint at a bank, which was like a square peg in a round hole. Then I accepted a job as marketing director for a local restaurant franchise. I didn’t want to relocate, so then I started as the director of tourism and economic development for the town of Jonesborough. When I moved to St. Louis, my first job was with the City of Ferguson as the economic development coordinator, and then I came to Habitat.
What was your first job with the nonprofit?
I joined in December of 1997 as the first-ever paid development director. I did everything in this role because we were so small at the time. So I was teaching volunteer orientation, writing grants, raising money, doing speaking presentations, building awareness—it was an all-encompassing job. In March 1999, I became executive director, which switched to the title of CEO.
Was your vision to end up in a position like this?
No, I didn’t see myself in this kind of role. I had worked five years in the private industry, five as a public employee, and I thought Habitat would be my five in the nonprofit sector.
What is your day-to-day like?
No two days are alike, which I love. I oversee anything and everything. I have a great team of staff, and it’s all about keeping up with what’s going on without interfering. I work with a great board of directors, and my job is to keep them educated and engaged. I help the organization raise money, serve on other boards, and represent Habitat in the community, which I love doing. Give me a microphone and a stage, and I’m in my element!
What’s your management style?
I am not afraid to be hands-on, but I also trust the people I hire and let them do their job. It’s all about promoting balance. The work we do here is really complicated. It’s hard enough to be a nonprofit, but to operate as a construction company also can be difficult. So it’s really important not only for myself, but also for the people I work with, to have the opportunity to play hard. I’m always checking in with employees to make sure they’re taking time off. It also needs to be about the individual and not just the work.
What do you expect from your team?
I expect a lot, and I’m not shy about admitting that. The most important thing about working for Habitat is having a strong belief that what we do is important. Employees need to understand the gratitude that comes with having somewhere to call home. It’s not just that these families have nowhere to live, they don’t have a home. If it doesn’t speak to your heart, it will be really hard to be successful here. I still tear up to this day at every house dedication. The day that doesn’t happen, I’ll look for a new job.
Were you familiar with Habitat before working there?
I was, but it’s such a brand name that I was guilty—like a lot of people are—of thinking I knew more than I really did. A main assumption is that we give houses away; we don’t. We give people the opportunity to be homeowners. Our families have to do a lot to live in one of our houses: They put a lot of time and labor into the house, while also raising a family and working.
What’s the best advice you’ve ever received?
When I worked in Jonesborough, I reported to the town administrator. When things got really busy, I still hear him saying, “Sometimes you have to eat the elephant one bite at a time.” We often get wrapped up in something monumental, but we just need to take it one step at a time.
Photo: Bill Barrett
