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From Jitterbug to Twitter: Engaging Every Generation


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Presented with Sherri Petro from VPI Strategies for AFP San Diego in 2010.

Presented with Sherri Petro from VPI Strategies for AFP San Diego in 2010.

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  • What do you really want to know today? What are you looking to get out of this?
  • Sherri
  • Small group: What experiences influenced and informed you as you grew up? Break up based on tables.
    What has influenced these generations?
    We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement
    Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
    Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends
    Gen Y: 9/11, Facebook, ipods, American idol
  • Millenials are going to be second in size to Boomers – could rival the size depending where we call the end of the generation
  • Emily’s comments – catalyst…, management style
    MOTIVATIONS: Leaving a legacy; Security defined as safety, money; Loyalty; Their health; God, duty and country; Education; Being useful; Pride; Fear
    MARKETING - THINK: Conservative imagery; Legacy; Family; Healthy couples; Won’t spend a lot; Well-known brands
  • Emily – appreciate hierarchy and inclusion
    INFLUENCERS: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
    Build the infrastructure of the nonprofit sector – learning by doing, improvisation – hasn’t helped with transferring the knowledge and skills of the sector. Can be resentment from these folks who have worked SO hard for the sector and see the younger generations doing things in a more sustainable way.
    MOTIVATIONS: Money; Status; Toys; Fear of failure; Guilt; Transformation; Making a Difference; Accomplishments; Being best in class; Having choices; Sharing shows up as teamwork; Respect; Service; Process
    MESSAGING: Work hard and deserve it; Keeping up with the Jones’; Didn’t get it as a kid so I am taking care of myself; Living the good life defined by materialism
    IMAGERY: Healthy
  • The boomers are a hard act to follow,
    MOTIVATIONS: Money; Balancing work and home/family; Results; Efficiency; Money; Challenge; Flexibility; Healthy lifestyle; Hybrids – making things their own
    MESSAGING: Straight talk; Get to the benefit or result; No B.S or unsubstantiated claims; Informal; Reduce sexism; Increase Environmentally friendly verbiage; Humor; Thought provoking comments
    IMAGERY– Inclusive
  • MOTIVATIONS: Relationships; Varied experiences; Celebrity; Feedback; Mutual respect; Happiness; Materialism; Cause; Creativity; Community; Environment; Money; Having experiences
    MESSAGING: Green and NOT green washing; Sexy
    IMAGERY: Multiracial imagery
  • Challenges: long hours make it difficult to have a life outside of work, going back to school, change jobs, look at different interests, have families; more plugged in than previous generations
    Reasons for working for an NPO:
    Enjoy giving back to the community - 82%
    Personal sense of satisfaction - 81.5%)
    Positive work environment - 58.3%
    Professional challenges - 57.2%
    Co-workers - 56%
    Working with clients: 42.7%
    Encouraging and supportive leadership: 40%
    Professional development opportunities: 37%
    Other: 3.4%
    Financial compensation: 2.8%
    Sherri to look for emerging leader corporate stats
  • How have generational differences affected your organization?
  • Harmony is preferred
    We want to be on the same wavelength
    We all need clear communication
    People do not like to operate out of fear
    Everyone likes to have fun
  • According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).”
    In 2006 in San Diego, 68% of the nonprofit leaders expected to leave within 5 years. (Executive Transition in San Diego’s Nonprofit Sector)
    In 2006, report indicated that there would be 640,000 vacant senior management positions in the nonprofit sector in next 10 years (the Leadership Deficit)
    45% of respondents in a YNPN report stated that they will leave the nonprofit sector. Why? (Stepping Up or Stepping Out)
  • Originally thought there was one specific problem to be solved, but that is not the case. There are multiple leadership problems to be addressed for the future of nonprofits
    Multilayered issues related to leadership.
  • This is the most common identification of the problem, but there are issues wit
  • More attractive to new leaders
  • Be flexible about what the image of leadership is
    Despite the outward promotion of hiring people of color only 17% of exec dir are people of color and yet we know the US population is becoming more diverse. We need to reflect that diversity in our leadership.
    Boomer leaders are really busy and often don’t know how to develop the next generation of leaders
  • Hierarchal organizations that were created in the 60s and 70s – popular business model that eventually became bureaucratic
    Little support from funders or boards to make change that would make decision-making and process more appealing.
  • Small group question: Now that you know what you know about the generations, where do you see the opportunities?
  • Sherri to start and we’ll switch off. Sherri – odd; Emily - even
  • Mentorship – define the relationship, clarify expectations, pay attention to race and ethnicity, teach older leaders (older mentors may not automatically know how to mentor)
  • Programs: online networking (most reach), sector socials (in-person networking), professional development, and mentorship (not for fundraising or executives, but early-mid career professionals)
  • Transcript

    • 2. Meet the Presenters 2 Emily Davis, MNM       President of EDA Consulting, LLC Founder & Board Chair of YNPN San Diego AFP San Diego Youth Committee Chair UCSD Professor in fundraising certificate 15 years of nonprofit experience Expert in multigenerational leadership in nonprofits; multigenerational family philanthropy; social media as fundraising and communications tool; and board governance. AFP San Diego June 4, 2010
    • 3. Meet the Presenters 3 Sherri Petro     Former Board Member of seven nonprofits President of VPI Strategies & Founding Partner in Workplace Evolution 10 years consulting nationally to non-profits, forprofits & governmental agencies Expert in organizational capacity building, strategic planning and multi-generational communication AFP San Diego June 4, 2010
    • 4. 4 Do you understand how generational motivation is impacting your organization? AFP San Diego June 4, 2010
    • 5. Outcomes 5 Define generational mix Identify frameworks for leadership gaps Provide creative strategies and solutions for leveraging every generation for organization’s mission. AFP San Diego June 4, 2010
    • 7. What is the generational mix? 7 Traditionalists  Born 1925-45  65-85 years Baby Boomers  Born 1946-64  46-64 years AFP San Diego June 4, 2010 Generation X  Born 1965-80  30-45 years Generation Y  Born 1981-?  Under 30 years
    • 8. National Landscape 2006 8 6.5% 22.5% Traditionalists Baby Boomers 41% Generation X Generation Y 30% AFP San Diego June 4, 2010
    • 9. Traditionalist Work Style 9 Catalyst for the  Why customize? nonprofit organization Management style: top down Respect for authority Can be tough for them to use their own judgment  Believe in the value of AFP San Diego June 4, 2010 work more than finding personal meaning  Separation of work and home  Acknowledged for what they know as well as what they do  Loyal
    • 10. Baby Boomer Work Style 10 Appreciate hierarchy and Optimistic and idealistic inclusion All about respect Self-improvement Strong work ethic Desire flexibility Struggle with work/life AFP San Diego June 4, 2010 balance Into symbols of recognition as rewards
    • 11. What Boomers/Traditionalists Want 11 More training and experience from next gen Acknowledgment of their contributions to the sector Recognition of how they can continue to help now, just not in the past Respect for the legacy they have created Questions about their information and ideas for the sector – Boomers only! AFP San Diego June 4, 2010
    • 12. Gen X Work Style 12 More self-reliant Results-oriented Like to solve their own Sound byte processing problems Multi-taskers Money-motivated Direct communicators vs. reading in between the lines Job movement Collaborative AFP San Diego June 4, 2010 Work solo and yet on teams Instant gratification Need for external recognition as reward
    • 13. Millennials Work Style 13 Digital natives Desire mutual respect Work on their own Ready for terms Think globally Want customization Desire interactivity Express to express -not impress Multi-taskers AFP San Diego June 4, 2010 collaboration Want to make a difference thru practical know-how Celebrate diversity Acknowledgement for being here
    • 14. What Next Gen Wants 14 Advice from older generations that will inform their leadership Acknowledge new leadership ideas, structures, and vision for the sector Share ownership of the sector Receive important lessons from older generations Flexibility from older generations about new leadership qualities and approaches The REAL story and history about organizations AFP San Diego June 4, 2010
    • 15. How has this affected your org? 15 Work ethic Work priorities Time sensitivities Company loyalty Different communication Meeting management vehicles Retention Subscription to technology Change AFP San Diego June 4, 2010 Level of respect Entitlement Training
    • 16. Where are we similar*? 16 We receive great reward  For the work we do  From the people we work with  And the belief that we are contributing to society and our current jobs We receive great satisfaction from our accomplishments at work *CCL Emerging Leaders Research by Ross DePinto, 2003 AFP San Diego June 4, 2010
    • 17. Generational Similarities 17 We have    A desire to learn A desire to be acknowledged A desire to be rewarded We want   To be trusted, valued and respected To succeed AFP San Diego June 4, 2010
    • 18. Identifying the Gaps 18 STATISTICS GAP DEFINED IDENTIFYING THE PROBLEMS AFP San Diego June 4, 2010
    • 19. Defining the Leadership Gap 19 The period of time when executive Boomers are preparing to leave their leadership roles to when new leadership is installed. Describes not only temporal gaps, but perceptual gaps in what well-qualified leaders look like. The lack of communication, preparation, and support available among multiple generations of leaders. AFP San Diego June 4, 2010
    • 20. Defining the Problems* 20 Replacement Theory Staying On Top Redefining the Position Recognition Problem New Structures and Practices *Working Across Generations, 2009 AFP San Diego June 4, 2010
    • 21. Replacement Theory 21 Not enough people to fill leadership gaps so we need to develop a pipeline. Not very motivating or innovative Solution: If we recruit and train enough people we won’t have a problem. Develop a pipeline.   Target MBAs Recruit into the sector AFP San Diego June 4, 2010
    • 22. Staying On Top 22 Current EDs stay in charge and there is little to no room for the next generation to lead and redefine the sector. Parallel activities will exist where Boomer-led orgs will continue as usual and the next gen will start new orgs. Solution: Find ways to integrate these new ideas into the sector. Shift Boomer leadership roles in the sector. AFP San Diego June 4, 2010
    • 23. Redefining the Position 23 The traditional idea of the Executive Director is no longer appealing or effective. Solution: Look to new models of leadership that distributes the responsibilities of the ED. Examples:     Co-directors Flattened hierarchy Team approaches Coaching AFP San Diego June 4, 2010
    • 24. Recognition Problem 24 There is a generation ready to step up to the plate that feels invisible to the current leadership. Solutions:    To recruit, look in your own back yard Acknowledge current contributions of next gen leaders Shift mental models – diversity, mentorship AFP San Diego June 4, 2010
    • 25. New Structures and Practices 25 Current organizational structures are outdated. Solution: Evaluate current models and redefine structures Outcomes:     Innovative, flexible, and fun orgs Advance the sector Support current staff Attract and build the next generation of leadership AFP San Diego June 4, 2010
    • 27. Top 10 Ways to Leverage the Generations 27 1. 2. 3. 4. 5. Acknowledge each generation’s value Recruit more emerging leaders into leadership roles Encourage work/life balance – be flexible Invest in diverse strategy development process Overhaul in performance appraisal system AFP San Diego June 4, 2010
    • 28. Top 10 Ways to Leverage the Generations 28 6. Create internships/mentorships 7. Invest in professional development 8. Make it possible to hand over leadership/succession planning 9. Be flexible and innovative 10. Create opportunities to share information cross generationally AFP San Diego June 4, 2010
    • 30. AFP San Diego Mentorship Program 30 Crucial to the future of the sector, and to San Diego itself, the mentorship program creates partnerships to informally guide emerging fundraising leaders, while also focusing on a specific project to create new successes for San Diego’s nonprofit organizations. Whether you are an experienced professional or have recently begun your fundraising work, participation in the Mentor Program is a rewarding experience. Participation requires 20 hours for both the Mentor and the Associate Mentee, and there is a cost of $50 for the Associate Mentee. Once the fee has been processed you will be assigned a mentor. AFP San Diego June 4, 2010
    • 31. AFPSD Youth Committee 31 The Youth Committee sees the next generation (ages 40 and younger) of fundraisers and philanthropists as key to the future of not only the fundraising community, but the nonprofit sector as whole. As such, the Youth Committee continues to advocate for the next generation of fundraising professionals in the San Diego nonprofit community and in AFP San Diego. The Committee focuses on having a strong representation of emerging leaders participating in AFP San Diego as well as ensuring that AFP San Diego considers emerging leaders when it develops programs and member benefits. AFP San Diego June 4, 2010
    • 32. YNPN San Diego 32 By sharing information, connecting individuals and building skills of emerging leaders, YNPN San Diego serves to bridge the gap between emerging and seasoned leaders ensuring San Diego’s nonprofit sector has the leadership necessary to continue meet the community’s needs. AFP San Diego June 4, 2010
    • 33. Websites and Blog Resources 33 Websites/Orgs Blogs Building Movement Rosetta Thurman Project Emerging Practitioners in Philanthropy CompassPoint The Chronicle of Philanthropy Nonprofit Workforce Coalition Bridgespan Group AFP San Diego June 4, 2010 New Voices in Philanthropy Next Gen Consulting Café (San Diego) Nonprofit Leadership 601 (San Diego)
    • 34. Publications and Articles 34 Working Across Generations Work With Me: Intergenerational Conversations for Nonprofit Leadership (workbook) Ready to Lead? Next Generation Leaders Speak Out Stepping Up or Stepping Out Daring to Lead Next Generation and Governance Executive Transition in San Diego’s Nonprofit Sector AFP San Diego June 4, 2010
    • 35. Next Gen Philanthropy Resources 35 21/64: Resource Generation: Millenial Donors: A Study of Millenial Giving and Engagement Habits The Next Generation of American Giving Creating Change Through Family Philanthropy Passing the Torch: Attracting and Cultivating the Next Generation of Philanthropist Trading Power Legacy & Innovation AFP San Diego June 4, 2010
    • 36. 36 Questions? AFP San Diego June 4, 2010
    • 37. THANK YOU 37 mily Davis (303) 652-7536 YNPN San Diego AFP San Diego June 4, 2010 Sherri Petro VPI Strategies (858) 583-3097