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Non Profit Leadership Transitions Oct07 F
 

Non Profit Leadership Transitions Oct07 F

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PowerPoint developed for training Social Venture Partners International

PowerPoint developed for training Social Venture Partners International

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    Non Profit Leadership Transitions Oct07 F Non Profit Leadership Transitions Oct07 F Presentation Transcript

    • Non Profit Leadership Transitions By Principals In Philanthropy And Trujillo Group, Inc.
    • Trends to consider in nonprofit leadership transitions Overview of the need
      • According to various experts, nonprofits across the country, to keep pace between now and 2016 will need to:
      • Recruit new senior managers (executive directors and direct reports) in numbers ranging from 640,000 to 1,250,000 – an minimum increase of 140% of the current population of nonprofit executives ( Bridgespan Group study)
      • Anticipate wider and deeper turnover of staff beyond current measurements with significant numbers of leaders leaving nonprofit management altogether ( Meyer Foundation and Compasspoint Nonprofit Services – “Daring to Lead, 2006”)
      • Accelerate the response to the trend in turnover of leadership
      2
    • Trends to consider in nonprofit leadership transitions Drivers of the need
      • On the increase :
      • Numbers of nonprofit organizations. Larger organizations, requiring more executives, are being established faster than smaller ones. (Bridgespan Group study)
      • Transfer of wealth and the rise of baby boomer giving (Center on Wealth and Philanthropy at Boston College)
      • Baby boomer retirement
      • Exodus of professionals from the nonprofit and government sectors
      3
    • Trends to consider in nonprofit leadership transitions Drivers of the need
      • On the increase :
      • Greater dependence of the public sector on the private sector
      • Higher accountability from constituencies requiring higher levels of professionalism
      • Prevalence of flat, understaffed organizations lacking infrastructure for grooming and succession
      4
    • Trends to consider in nonprofit leadership transitions Drivers of the need
      • On the decrease or lagging:
      • Pipelines of younger professionals to feed the supply
      • Depth and experience at Board level to provide coverage for quasi-staff functions
      • Seasoned board leadership understanding the need for investment in talent infrastructure, recruitment, human resources management
      5
    • Trends to consider in nonprofit leadership transitions Drivers of the need
      • Proposed remedies:
      • Investment in capacity building from the donor community
      • Prioritization of performance reviews, mentoring, training, succession planning, recruiting, and talent development by Board and staff
      • Evaluation of management compensation and competitiveness in the labor market
      • Exploration of new talent pools (career-changers, ladders for younger professionals, boomers who are anti-retirement, veterans, mothers returning to the workforce, etc.)
      • Creative work and leadership arrangements ( job-sharing, career path development, targeted volunteer service v. membership on the Board)
      6
    • Transition Scenarios & Challenges
      • Insufficient level of salary for expertise needed
      • Role clarification
      • Reenergizing demoralized staff & stakeholders
      • Restoring reputation, improving accountability
      • Rebuilding systems, restoring service delivery
      • Lack of recognition that organization has “peaked”
      • Strategy, systems & culture behind the times
      • Finding a way to build on success
      • Creating your own leadership profile
      • Living with someone else’s team
      • Intertwined identities and relationships
      • Departure circumstances/timing
      • Former executive’s “power shadow”
      Start Up Turn Around Realignment Sustain Success Founder & Long-term ED 7 Executive Transition Management , CompassPoint Nonprofit Services, 2005
    • Influencing Factors 8 Executive Transition Management, CompassPoint Nonprofit Services, 2005 Circumstances of the departure Departing executive’s role legacy & shadow Diversity considerations Organization mission & culture Organization size Organization health & life cycle
    • Growth Curve 9 Leadership Renewal Transition Complexity Chaos Confusion Growth Consistency Control Clarity Management Entrepreneurial Decline Transition - Adapted from Changing the Game by Larry Wilson and Grow or Die by George Ainsworth-Lead GROWTH
    • Managing Transition Coming to Terms with Change 10 The New Beginning: Commitment, Rebirth, New Energy, New Sense of Purpose The Neutral Zone: Confusion, Direction Finding, Re-patterning The Ending: Loss, Letting Go . . . Relinquishing Old Way, Old Identity Source: William Bridges
    • Checklist for Key Interventions
      • Phase One – The Ending
        • Consider using external professional to guide transition
        • Create a good ending with departing executive
        • Define post-departure role for departing executive with staff and board members
        • Helping the departing executive focus on new beginnings, next venture
        • Determine role of departing executive
        • Letting go of old ways, dealing with loss, acknowledge contribution
      11 - Adapted from Executive Transition Management, CompassPoint Nonprofit Services, 2005
    • Checklist for Key Interventions
      • Phase Two – Neutral Zone
        • Conduct agency assessment
        • Create Board development plan
        • Develop and executive an interim management plan
        • Prepare for executive recruitment; engage staff and board in developing transition plan
        • Conduct search
        • Communicate profusely with all key stakeholders – staff, funders, volunteers, clients
      12 - Adapted from Executive Transition Management, CompassPoint Nonprofit Services, 2005
    • Checklist for Key Interventions
      • Phase Three – New Beginning with New Executive
        • Orientation & welcome ceremonies
        • Create executive entry plan
        • Celebrate successful transition; acknowledge accomplishments
        • Develop strategies to address issues identified in agency assessment
        • Connect with stakeholders
        • Engage previous or interim executive as appropriate
        • Work with Board to recruit fresh Board members
      13 - Adapted from Executive Transition Management, CompassPoint Nonprofit Services, 2005
    • Executive Transition Management Process Overview 14 PREPARE PIVOT THRIVE Initial Consultation Clarify Transition Leadership Stabilize Situation (if needed) Plan Search & Transition Prepare Organization Search & Select Launch & Support Wrap Up Executive Transition Management, CompassPoint Nonprofit Services, 2005
    • Comparison Chart 15
      • Manage close out of search process.
      • Manage close out of search process.
      • Develop entry plan for new executive.
      • Present list of candidates; do reference checks.
      • Present list of candidates; do reference checks.
      • Identify new executive attributes, prepare job description, advertise, network, screen candidates, conduct/phone screen initial interviews.
      • Identify new executive attributes, prepare job description, advertise, network, screen candidates, conduct/phone screen initial interviews.
      • Research compensation, advise client.
      • Conduct agency assessment, initiate/review strategic plan. Discuss compensation, research comparables.
      • Set up Search Committee; agree on process steps, who involved, how decision made.
      • Set up Search Committee; agree on process steps, who involved, how decision made.
      • Assure good ending for departing executive.
      • Meet with key leadership to determine new hire qualities, qualifications, compensation, and timeline.
      • Assess agency’s leadership needs (interim or acting position), determine transition timeline, address agency stabilization issues.
      Executive Search Process Executive Transition Management
    • Organizational Assessment Capacity Tool 16 Capacity Elements https://sp.socialventurepartners.org/Document%20Library/Forms/SVP%20Investee%20Capacity%20Tool.aspx .  Legal Affairs Board Leadership Fund Development Information Technology Financial Management Human Resources Senior Management Team Leadership Marketing, External Communication Program Design, Evaluation Mission, Vision, Strategy, Planning High level of capacity in place Moderate level of capacity Basic level of capacity in place Clear need to increase capacity
    • Executive Director Entry Plan Agreement between Board and new executive Plan for 90 days to 180 days
      • Board support offered to the Director in the first 90 days:
      • The Board Will . . .
      • Training
      • Coaching
      • Regular communication plan
      • Peer networking
      • Expectations for the Director in the first 90 days:
      • The Director Will . . .
      • Staff leadership
      • Member relations
      • Board development
      • Grant management/fundraising
      17 Copyright © 2007 by Principals In Philanthropy and Trujillo Group, Inc. Usage or reprints only with permission.
    • Executive Director Entry Plan Agreement between Board and new executive Plan for 90 days to 180 days
      • Board meetings – how will work together?
      • How is agenda set for monthly Board meetings?
      • What does the executive contribute to the meeting?
      • Who handles the logistics for Board meetings – Room, Food, Copies?
      • Who decides what is in the Board packet?
      • Who attends the Board committee meetings?
      • Who is responsible for meeting minutes?
      • Tasks to be completed in first 6 months
      • Complete strategic planning; set or review agency goals
      • Identify supports for new executive: professional development, executive
      • coaching, mentoring, training
      18 Copyright © 2007 by Principals In Philanthropy and Trujillo Group, Inc. Usage or reprints only with permission.
    • Board Leadership
      • “ Stepping up to the plate.”
      • “ Reversing roles with the executive.”
      19 Board Leadership Departing ED Board Incoming ED Executive Transition Management, CompassPoint Nonprofit Services, 2005
    • Values and Principles – Rules for the Road
      • Assessment is best done when executive is departing or has departed.
      • Interview a wide range of constituents and stakeholders during an assessment.
      • Budget and prepare for technical assistance and/or interim management.
      • Avoid putting former executive on the Board.
      20 Copyright © 2007 by Principals In Philanthropy and Trujillo Group, Inc. Usage or reprints only with permission.
    • Values and Principles – Rules for the Road
      • Avoid having Board members apply for the executive position.
      • Regard succession planning as a necessity.
      • Consider entry plan which guides and supports executive.
      • Be sensitive to undue influence from former staff leaders, employees and former Board members.
      • Build in mechanisms for rotation and growth in Board – nominating committees, term limits, Board self-evaluations, etc.
      21 Copyright © 2007 by Principals In Philanthropy and Trujillo Group, Inc. Usage or reprints only with permission.
    • Bibliography
      • Websites
      • Bonfils Stanton Foundation www.bonfils-stanton.org
      • Bridgespan Group www.bridgespangroup.org
      • Annie E. Casey Foundation http:// www.aecf.org
      • Center on Wealth and Philanthropy – Boston College http://www.bc.edu/research/cwp
      • Compasspoint Nonprofit Services http://compasspoint.org
      • Grantcraft http://www.grantcraft.org
      • Meyer Foundation www.meyerfoundation.org
      • Transition Guides http://www.transitionguides.com
      • Articles
      • Stevenson, Molly Cannon.2006. “Safeguarding Organizational Capacity.” Cause Planet. no. 11(July 28,2006), http:// www.causeplanet.org/articles/article.php?id =11
      • Stevenson, Molly Cannon. 2007. “Transition Planning and Management Capacity.” Cause Planet. no.60 ( March 2,2007) , http:// www.causeplanet.org/articles/article.php?id =60
      • Tierney, Thomas. 2006 “The Leadership Deficit”. Stanford Social Innovation Review. (Summer, 2006), http://www.ssireview.org/articles/entry/the_leadership_deficit
      22
    • Presenters
      • Molly Cannon Stevenson, CFRE, CAHP Judy Hudson-Trujillo,
      • Principals In Philanthropy Trujillo Group, inc.
      • [email_address] [email_address]
      • Ph. 303-290-0213 ph. 720-333-1540
      • www.TrujilloGroup.net
      23