Teitelbaum Michael Teitelbaum

Nominated by NAMI Metropolitan Baltimore (MD)
Member, NAMI Metropolitan Baltimore (MD)
Listen to Michael's Candidate Speech

Specific Strengths and Attributes:

  • Experience with a variety of revenue models and financial oversight and management
  • Human capital management

Job Title or Position:

  • President, Baltimore magazine

NAMI Leadership Experience:

  • NAMI Metropolitan Baltimore Advisory Board (2019 - present)
  • NAMI Metropolitan Baltimore Board of Directors (Member, 2011 - 2018; Chairman, 2014 - 2018; Vice-Chair, 2013)

Additional NAMI Involvement:

  • NAMI Family Support Group, NAMIWalks

Other Board Service:

  • Living Classrooms Foundation (2018 - 2021)
  • Nikki Perlow Foundation (2007 - 2011)
  • Greater Baltimore Technology Council (1997 - 2008)

Relationship to Mental Health:

  • Family member or direct/front-line support of someone with a mental health condition

Candidate Strengths Assessment

The candidate indicated they have experience in the following areas that will help NAMI achieve its mission and strategic goals:

  • Advocacy, Business/Nonprofit Leadership, Philanthropy/Donor Cultivation

Estimated years of experience in the above areas:

  • Business leadership for the past 40 years. Nonprofit leadership for a total of approximately 10 years.

The candidate indicated they have connections and networks in the following areas:

  • Marketing/Public Relations, Social Media, Traditional Media

Additional information about the connections and networks:

  • While I touch on a number of areas including corporate responsibility, IT, HR, and philanthropy, my most significant relationships are in media and marketing.

Candidate Leadership Style

The candidate indicated the following descriptors represent their leadership style:

  • Action-oriented, Consensus Builder, Data Driven, Decisive, Innovator, Outcome-oriented, Peacemaker, Process Thinker, Risk Taker, Team Player

Candidate Narrative

HUMAN CAPITAL MANAGEMENT: Over the past 40 years, I have led organizations of varying sizes. As my leadership roles evolved and expanded, I recognized the importance of working with the team to develop, communicate, and live by the mission, vision, and core values of the organization. I discovered communication as one of the most important attributes of a good leader. Listening to understand, providing a safe environment for all to ask questions and share ideas, and giving permission to try and fail are all part of the work culture I’ve worked hard to develop.

EXPERIENCE WITH REVENUE MODELS AND FINANCIAL OVERSIGHT ANDMANAGEMENT: As the largest master franchise in Money Mailer, a national franchise organization, I was instrumental in awarding, training, and supporting over 50 franchises during my 16 years with the organization. I was instrumental in developing the three-tier system (national, regional, local) that catapulted our initial success. Many years later, that same three tier system had served its useful purpose and began to hold back the company from growth due to training and support inconsistencies. Based on my leadership position as part of the national advisory council, I advocated for the change back to a two-tier system. As for financial oversight and management, that is one of the many responsibilities I have as President/CEO. While I am not an accountant, I am adept at projections, budgeting, and leading a financially strong organization.

While serving on the board of NAMI Metropolitan Baltimore, I recruited several high-profile board members that went on to have a significant impact on the organization. I have also raised considerable funds for the organization over my many years of service. In addition, I have advocated for NAMI Metropolitan Baltimore by speaking one-on-one with people in the community and as a speaker at several NAMI events. Reducing stigma is a topic I've spoken on numerous times and have even double-teamed with my youngest of three sons who has lived with a serious mental health issue for the past 15 years.

My success as board chair of NAMI Metropolitan Baltimore was partly due to the way I listened to the Executive Director, NAMI staff, other board members, and the community. More recently, as President of Baltimore magazine, my success is once again due to listening to others on the leadership team who bring different perspectives to the table. I recognize that I have blind spots, and that good decision-making is based on hearing different points of view. I have found that validating and demonstrating care for others by encouraging the sharing of questions and ideas makes for a more effective organization.

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