Your SlideShare is downloading. ×
Nonprofit Leadership Across Generations
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Nonprofit Leadership Across Generations

131
views

Published on

Presented for Nonprofit Webinars in January of 2012

Presented for Nonprofit Webinars in January of 2012

Published in: Business, Education

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
131
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • What do you really want to know today? What are you looking to get out of this?
  • Sherri
  • Influenced by movements and world activities of the time…
    Traditionalists: World wars, The Depression,
    Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
  • What has influenced these generations?
    We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement
    Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends, Space Shuttle Disaster
    The term was popularized by Canadian author Douglas Coupland's 1991 novel, Generation X: Tales for an Accelerated Culture, concerning young adults during the late 1980s and their lifestyles
    Gen Y: 9/11, Facebook, ipods, American idol
    Members of this generation are called Echo Boomers, due to the significant increase in birth rates through the 1980s and into the 1990s, and because many of them are children of baby boomers
    However, it is generally marked by an increased use and familiarity with communications, media, and digital technologies.
  • 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

    • 1. Nonprofit Leadership Across Generations June 13, 2012 Emily Davis, MNM EDA Consulting LLC
    • 2. Meet the Presenter • Emily Davis, MNM – President of EDA Consulting, LLC – Author, Fundraising & the Next Generation – Author, Preparing the Path to Leadership – Founder & Board Chair of YNPN San Diego – Member, The Gordian Fund 6/13/12 EDA Consulting LLC 2
    • 3. Generational experiences influence leadership motivations. 6/13/12 EDA Consulting LLC 3
    • 4. Outcomes • Define generational characteristics • Understand generational dynamics & challenges. • Strategies to bridge leadership gaps. • Find inclusive leadership approaches. • Motivate staff & volunteers across generations. 6/13/12 EDA Consulting LLC 4
    • 5. NATIONAL LANDSCAPE GENERATIONS DEFINED GENERATIONAL WORK STYLES GENERATIONAL SIMILARITIES The Generational Mix 6/13/12 EDA Consulting LLC 5
    • 6. What is the generational mix? TRADITIONALISTS BABY BOOMERS • Born 1925-45 • 65-85 years • aka… • Born 1946-64 • 46-64 years • aka… – Silent generation – Greatest Generation 6/13/12 – Generation Jones – Golden Boomers EDA Consulting LLC 6
    • 7. Next Gen GENERATION X • Born 1965-80 • 30-45 years • AKA – Gen X 6/13/12 MILLENIALS • Born 1981-1999 • Under 30 years • AKA – Generation Y – Generation Me – Echo Boomers EDA Consulting LLC 7
    • 8. National Landscape 2006 6.5% 22.5% Traditionalists Baby Boomers 41% Generation X Generation Y 30% 6/13/12 EDA Consulting LLC 8
    • 9. Traditionalist Work Style Catalyst for the nonprofit organization Management style: top down Respect for authority Can be tough for them to use their own judgment 6/13/12 • Why customize? • Believe in the value of work more than finding personal meaning • Separation of work and home • Acknowledged for what they know as well as what they do • Loyal EDA Consulting LLC 9
    • 10. Baby Boomer Work Style • Appreciate hierarchy and inclusion • All about respect • Self-improvement • Strong work ethic • Desire flexibility 6/13/12 • Optimistic and idealistic • Struggle with work/life balance • Into symbols of recognition as rewards EDA Consulting LLC 10
    • 11. What Boomers/Traditionalists Want • 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! 6/13/12 EDA Consulting LLC 11
    • 12. Gen X Work Style • More self-reliant • Like to solve their own problems • Multi-taskers • Money-motivated • Direct communicators vs. reading in between the lines • Job movement • Collaborative 6/13/12 • Results-oriented • Sound byte processing • Work solo and yet on teams • Instant gratification • Need for external recognition as reward EDA Consulting LLC 12
    • 13. Millennials Work Style • Digital natives • Work on their own terms • Think globally • Want customization • Desire interactivity • Express to express -not impress • Multi-taskers 6/13/12 • Desire mutual respect • Ready for collaboration • Want to make a difference thru practical know-how • Celebrate diversity • Acknowledgement for being here EDA Consulting LLC 13
    • 14. What Next Gen Wants • 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 6/13/12 EDA Consulting LLC 14
    • 15. How has this affected your org? • Work ethic • Time sensitivities • Different communication vehicles • Retention • Subscription to technology 6/13/12 • • • • • • • Work priorities Company loyalty Meeting management Change Level of respect Entitlement Training EDA Consulting LLC 15
    • 16. Where are we similar*? • 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 6/13/12 EDA Consulting LLC 16
    • 17. Generational Similarities • 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 6/13/12 EDA Consulting LLC 17
    • 18. STATISTICS GAP DEFINED IDENTIFYING THE PROBLEMS Identifying the Gaps 6/13/12 EDA Consulting LLC 18
    • 19. Defining the Leadership Gap • 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. 6/13/12 EDA Consulting LLC 19
    • 20. Defining the Problems* • • • • • Replacement Theory Staying On Top Redefining the Position Recognition Problem New Structures and Practices *Working Across Generations, 2009 6/13/12 EDA Consulting LLC 20
    • 21. Replacement Theory • 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 6/13/12 EDA Consulting LLC 21
    • 22. Staying On Top • 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 Boomerled 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. 6/13/12 EDA Consulting LLC 22
    • 23. Redefining the Position • 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: – – – – 6/13/12 Co-directors Flattened hierarchy Team approaches Coaching EDA Consulting LLC 23
    • 24. Recognition Problem • 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 6/13/12 EDA Consulting LLC 24
    • 25. New Structures and Practices • 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 6/13/12 EDA Consulting LLC leadership 25
    • 26. ORGANIZATIONAL DYNAMICS & LEADERSHIP WAYS TO LEVERAGE THE GENERATIONS ACTIVITIES AND ACTION STEPS Next Steps 6/13/12 EDA Consulting LLC 26
    • 27. Top 10 Ways to Leverage the Generations 1. Acknowledge each generation’s value 2. Recruit more emerging leaders into leadership roles 3. Encourage work/life balance – be flexible 4. Invest in diverse strategy development process 5. Overhaul in performance appraisal system 6/13/12 EDA Consulting LLC 27
    • 28. Top 10 Ways to Leverage the Generations 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 6/13/12 EDA Consulting LLC 28
    • 29. AFP SAN DIEGO MENTORSHIP PROGRAM AFP SAN DIEGO YOUTH COMMITTEE YNPN SAN DIEGO WEBSITES AND BLOGS ARTICLES AND PUBLICATIONS Resources 6/13/12 EDA Consulting LLC 29
    • 30. AFP San Diego Mentorship Program 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. 6/13/12 EDA Consulting LLC 30
    • 31. AFPSD Youth Committee 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. 6/13/12 EDA Consulting LLC 31
    • 32. YNPN San Diego 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. 6/13/12 EDA Consulting LLC 32
    • 33. Websites and Blog Resources Websites/Orgs Building Movement Project Emerging Practitioners in Philanthropy CompassPoint The Chronicle of Philanthropy Nonprofit Workforce Coalition Bridgespan Group 6/13/12 Blogs • Rosetta Thurman • New Voices in Philanthropy • Next Gen Consulting Café (San Diego) • Nonprofit Leadership 601 (San Diego) EDA Consulting LLC 33
    • 34. Publications and Articles • 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 6/13/12 EDA Consulting LLC 34
    • 35. Next Gen Philanthropy Resources • 21/64: www.2164.net • Resource Generation: www.resourcegeneration.org • 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 6/13/12 EDA Consulting LLC 35
    • 36. Questions? 6/13/12 EDA Consulting LLC 36
    • 37. THANK YOU mily Davis edaconsulting@gmail.co m www.edaconsulting.org (303) 652-7536 Sherri Petro VPI Strategies sherri@vpistrategies.com www.vpistrategies.com (858) 583-3097 YNPN San Diego 6/13/12 EDA Consulting LLC www.ynpnsandiego.org 37