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Leadership For A New Era
Linda Crompton
December 11, 2013

Twitter Hashtag - #4Glearn

Part
Of:

Sponsored by:
INTEGRATED PLANNING
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development

Part
Of:

www.synthesispartnership.com
(617) 969-1881
info@synthesispartnership.com

Sponsored by:
Coming Soon
Part
Of:

Sponsored by:
Today’s Speakers

Linda Crompton
Principal
Crompton Consulting, LLC
Jamie Maloney
Community Developer, 4Good
Part
Of:

Founding Director of Nonprofit Webinars and Host:
Sam Frank, Synthesis Partnership

Sponsored by:
NONPROFIT
WEBINARS
“LEADERSHIP FOR A NEW
ERA” CREATING THE
BOARD OF THE FUTURE
Crompton Consulting LLC

S
Characteristics
Changing Definition of Leadership
Ideal Characteristics
S Innovative

S Values – Based
S Culture – Driven
S Mission – Focused
S People – Centered
S Holistic approach to the work
HOW ARE WE LEADING
TODAY?
S Old style recruitment
S Little diversity around the table
S Undersell the role
S Weak connection with staff
S Internal focus only – not big picture
WHAT IS THE NEW ERA?

S A growing awareness of organizational changes

S Economic re-structuring
S An intensifying of financial constraints
S Changes in philanthropy
S Rapidly developing technology
S New demographics = different needs
New Era Leadership

S Entrepreneurial attitude
S Cooperation, not competition
S Transparent
S Intentional about practices

S Highly involved
S Technology savvy
S See structure as a foundation
Why Important

S Leadership deficit
S Higher standards of transparency
S Demographic shifts
S Complex operating environment

S Missions are drifting – chasing the

money

S Poor co-ordination among non-

profits
Whose Job To Lead?
Executive Manages

S Hiring, supervising staff

S Motivates employees – supports development
S External point person – “The Face”
S Leads fundraising
S Exercises financial stewardship
S Ensures quality of programs/services
Board Oversees

S Hires, compensates, evaluates Executive

S Designs/approves strategic plan
S Ensures necessary resources in place
S Exercises financial oversight/protects assets
S Ensures legal/ethical integrity
“New Leadership” is Shared..

S Strong connection between

ED and Chair
S Chair must play an active

role
S Partnership connects to:

Board/Staff/Community
Culture is Everything

S Remember the ‘learning organization’?

S Program for Board Development
S Connection to Values
S Hold everyone accountable
The Learning Organization

An atmosphere of inquiry – is this
rewarded?
Practices to understand trends and
developments
Peer/experiential/emergent learning
Program for Board
Development
S Directors can widen networks

S More strategy/less admin
S Deliberate cultivation of new perspectives
S Time set aside for learning (intentionality)
S We don’t know what we don’t know
Connection to Values

S No ‘leaving values at the door’

S Ethics and Conflict of Interest policies
S The Board Declaration/Agreement
S Active, not passive, oversight
Accountability
S Establishing targets and objectives
S Continual evaluation
S More frequent assessment

conversations

S Ask: Are we having impact?
S Are we sustainable?

S Are we a part of the ‘problem’, or

the ‘solution’?
New Era Leadership:

1.

Everyone understands their role

2.

Right people at the table

3.

Diversity not homogeneity

4.

Everyone invested/engaged

5.

Effective meeting management
New Era Leadership
Continued…

6. Strong committees
7. Act with integrity
8. Strong strategic focus
9. Recognizes part of a
network
10. Shared responsibility!
Clarify Roles
S Define where management/board roles are separate, and where overlap
S Strong, involved committee Chair
S Clear reporting mechanisms
S Process for handling disagreements
Design Your Recruitment
Process
S A process, not event

S Develop skills matrix
S Consider new fields – HR? Tech? Marketing?
S Clarify expectations
S Intentional orientation
S Ongoing development
Encourage Diversity of Views

S Diversity a fundamental rule of Nature

S “Culture of Inquiry not Collegiality” (BoardSource)
S Diversity of experience and background as important

as age and ethnicity
S Cultivate active listening
Revitalize Your Discussions

S Structure meetings differently

S Utilize skills around the table
S Full participation by committees
S Ask the ‘big’ questions
Common Meeting Problems
S Management – designed agendas
S Unfocused discussion

S Too much admin, not enough strategy
S Repetitive commentary
S Unclear expectations
Utilize Skills Around the Table

S Assign roles according to

experience
S Cultivate the personal

relationship
S Help everyone to be an

ambassador
Committees

S Review Standing vs. Task Force

S Ask is the Executive Committee necessary?
S Consider a role for the Governance Committee
S Evaluate effectiveness regularly
The ‘Big” Questions

S Everyone wants to be part of

something bigger than themselves
S New generations questioning

relevance/effectiveness
S Strategic thinking as important as

strategic planning
S Ask – “Is our mission still

relevant?”
Elements of Success

S Intentional practices

S Open minded
S Must utilize technology
S Entrepreneurial spirit
S Realistic assessments
Elements of Success II

S More matrixed relationships

S Open and frequent communications
S Not ‘big man’ leadership
S Whole greater than sum of parts
S An ongoing process
Leadership as Partnership

S Mutual trust

S Division of labor
S Mutual support
S Constant feedback
Hold Yourself Accountable

S Be clear about individual purpose

S Commit to a common goal
S Regular assessment
S Open communication
S Take time to reflect
Effective Organizations

Powerful Board/Exec Partnerships

Committed, Prepared, Accountable Individuals Like
You!!
Thankyou!!!
Crompton Consulting, LLC

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Leadership For A New Era

  • 1. Leadership For A New Era Linda Crompton December 11, 2013 Twitter Hashtag - #4Glearn Part Of: Sponsored by:
  • 2. INTEGRATED PLANNING Advising nonprofits in: • Strategy • Planning • Organizational Development Part Of: www.synthesispartnership.com (617) 969-1881 info@synthesispartnership.com Sponsored by:
  • 4. Today’s Speakers Linda Crompton Principal Crompton Consulting, LLC Jamie Maloney Community Developer, 4Good Part Of: Founding Director of Nonprofit Webinars and Host: Sam Frank, Synthesis Partnership Sponsored by:
  • 5. NONPROFIT WEBINARS “LEADERSHIP FOR A NEW ERA” CREATING THE BOARD OF THE FUTURE Crompton Consulting LLC S
  • 7. Ideal Characteristics S Innovative S Values – Based S Culture – Driven S Mission – Focused S People – Centered S Holistic approach to the work
  • 8. HOW ARE WE LEADING TODAY? S Old style recruitment S Little diversity around the table S Undersell the role S Weak connection with staff S Internal focus only – not big picture
  • 9. WHAT IS THE NEW ERA? S A growing awareness of organizational changes S Economic re-structuring S An intensifying of financial constraints S Changes in philanthropy S Rapidly developing technology S New demographics = different needs
  • 10. New Era Leadership S Entrepreneurial attitude S Cooperation, not competition S Transparent S Intentional about practices S Highly involved S Technology savvy S See structure as a foundation
  • 11. Why Important S Leadership deficit S Higher standards of transparency S Demographic shifts S Complex operating environment S Missions are drifting – chasing the money S Poor co-ordination among non- profits
  • 12. Whose Job To Lead?
  • 13. Executive Manages S Hiring, supervising staff S Motivates employees – supports development S External point person – “The Face” S Leads fundraising S Exercises financial stewardship S Ensures quality of programs/services
  • 14. Board Oversees S Hires, compensates, evaluates Executive S Designs/approves strategic plan S Ensures necessary resources in place S Exercises financial oversight/protects assets S Ensures legal/ethical integrity
  • 15. “New Leadership” is Shared.. S Strong connection between ED and Chair S Chair must play an active role S Partnership connects to: Board/Staff/Community
  • 16. Culture is Everything S Remember the ‘learning organization’? S Program for Board Development S Connection to Values S Hold everyone accountable
  • 17. The Learning Organization An atmosphere of inquiry – is this rewarded? Practices to understand trends and developments Peer/experiential/emergent learning
  • 18. Program for Board Development S Directors can widen networks S More strategy/less admin S Deliberate cultivation of new perspectives S Time set aside for learning (intentionality) S We don’t know what we don’t know
  • 19. Connection to Values S No ‘leaving values at the door’ S Ethics and Conflict of Interest policies S The Board Declaration/Agreement S Active, not passive, oversight
  • 20. Accountability S Establishing targets and objectives S Continual evaluation S More frequent assessment conversations S Ask: Are we having impact? S Are we sustainable? S Are we a part of the ‘problem’, or the ‘solution’?
  • 21. New Era Leadership: 1. Everyone understands their role 2. Right people at the table 3. Diversity not homogeneity 4. Everyone invested/engaged 5. Effective meeting management
  • 22. New Era Leadership Continued… 6. Strong committees 7. Act with integrity 8. Strong strategic focus 9. Recognizes part of a network
  • 24. Clarify Roles S Define where management/board roles are separate, and where overlap S Strong, involved committee Chair S Clear reporting mechanisms S Process for handling disagreements
  • 25. Design Your Recruitment Process S A process, not event S Develop skills matrix S Consider new fields – HR? Tech? Marketing? S Clarify expectations S Intentional orientation S Ongoing development
  • 26. Encourage Diversity of Views S Diversity a fundamental rule of Nature S “Culture of Inquiry not Collegiality” (BoardSource) S Diversity of experience and background as important as age and ethnicity S Cultivate active listening
  • 27. Revitalize Your Discussions S Structure meetings differently S Utilize skills around the table S Full participation by committees S Ask the ‘big’ questions
  • 28. Common Meeting Problems S Management – designed agendas S Unfocused discussion S Too much admin, not enough strategy S Repetitive commentary S Unclear expectations
  • 29. Utilize Skills Around the Table S Assign roles according to experience S Cultivate the personal relationship S Help everyone to be an ambassador
  • 30. Committees S Review Standing vs. Task Force S Ask is the Executive Committee necessary? S Consider a role for the Governance Committee S Evaluate effectiveness regularly
  • 31. The ‘Big” Questions S Everyone wants to be part of something bigger than themselves S New generations questioning relevance/effectiveness S Strategic thinking as important as strategic planning S Ask – “Is our mission still relevant?”
  • 32. Elements of Success S Intentional practices S Open minded S Must utilize technology S Entrepreneurial spirit S Realistic assessments
  • 33. Elements of Success II S More matrixed relationships S Open and frequent communications S Not ‘big man’ leadership S Whole greater than sum of parts S An ongoing process
  • 34. Leadership as Partnership S Mutual trust S Division of labor S Mutual support S Constant feedback
  • 35. Hold Yourself Accountable S Be clear about individual purpose S Commit to a common goal S Regular assessment S Open communication S Take time to reflect
  • 36. Effective Organizations Powerful Board/Exec Partnerships Committed, Prepared, Accountable Individuals Like You!!