Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

LLC Webinar Series: Daring to Lead 2011, CompassPoint


Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

LLC Webinar Series: Daring to Lead 2011, CompassPoint

  1. 1. What is Daring to Lead? •  More than 3,000 executive directors participated in Daring to Lead 2011, the third national study produced in partnership by CompassPoint and the Meyer Foundation •  Interactive website: •  Main report with high level findings and themes •  Three topical briefs: Leading Through a Recession, Inside the Executive Director Job, and The Board Paradox #daringtolead
  2. 2. Today’s SessionLeadership Development & Support •  A better understanding of the kinds of professional development activities and leadership development support that executives directors utilize most and find most effective •  A better understanding of the kinds of challenges leaders face when trying to operationalize shared leadership values inside their organizations •  A few concrete action items that nonprofit leaders, funders, and capacity builders can implement to support nonprofit leaders and their staffs. #daringtolead
  3. 3. Current Tenure in Position•  <1 YEAR 12% 31% = 2 years or fewer•  1-2 YEARS 19%•  3-5 YEARS 25%•  6-9 YEARS 18%•  10-19 YEARS 19% 27%= 10+ years•  20+ YEARS 8%
  4. 4. Learning Curve Hot Spots•  25% followed a leader who was fired/forced to resign•  Burnout defined: •  I love my job but I am scared! •  I love my job but I am exhausted!•  Satisfaction with board performance lowest among EDs with 1-3 years tenure
  5. 5. “I don’t know if I’d call it burnout but more panic. The 3:00 a.m. stuff for meis, my gosh, how are we going to find the money? And the feeling that it’s very personal. That it will reflect on my leadership, but also that it will affect people who are doing really amazing work—people who I don’t want to let down. More important than my own ego is that. I think what I am really talking about is fear. “
  6. 6. KEY FINDINGExecutives’ use of coaching, peernetworks, and leadershipdevelopment programs are on therise and are ranked the top threemost effective strategies forleadership development andsupport.
  7. 7. Professional DevelopmentActivities Utilized (past 12 months) Topical Workshops/Conferences 86% Peer Networks 80% Professional Assocs. 73%Leadership Development Programs 45% Executive Coaching 31% Nonprofit Mgmt/Certificate 15%
  8. 8. “I came in as ED and didnt know: How do you do a fundraising event?How do you do an annual budget? How do you do 75 other things that lots of people know how to do and have templates for? Ive very successfully learned to go ask other people what I can borrow. I think thats been really great. Mentoring each other and supporting each other as EDs hasbeen a great resource to me and a key way that Ive gotten support.”
  9. 9. Management vs Leadership•  Technical Skills: •  Personal support: •  Trainings •  Coaching •  Conferences •  Mentorship •  Certificates •  Peer networks •  Associations •  Leadership development •  Leadership programs development programs
  10. 10. “I think mentorship is probably thesingle most thing that helped me to feel effective because I feel like it wasnt the finance or the fund development stuff but more theintangible dynamics… the insight of someone who had been an EDbefore, they could help me to really understand and see it.”
  11. 11. But what aboutother leaders?
  12. 12. Shared Leadership•  Defined as an approach that is inclusive, collaborative, and shares leadership responsibilities with others throughout the organization•  57%= Very much; 34% somewhat•  75%= Trust staff in decision making•  31%= Executives explicitly mentoring
  13. 13. Personal leadership andmanagement practicedoes not necessarily meanorganizational values,systems, and processes.
  14. 14. Where Does Shared LeadershipLive? Individual Practice Values and Behavior Infrastructure
  15. 15. Challenges•  17%= Succession planning “Personnel is a sucking bog, and•  HR most depleting and the thing is, I dont feel like theres any return on investment. least energizing I spend a lot of time working with this person or this department or•  32%= do not spend this team, and now its good, and then they get a new job. Theyre enough time like, ‘thanks for the training, developing staff bye!’ Or ‘thanks for the training. Im really good now. I want more money, I want more time’...I want, want, want."
  16. 16. Calls to Action•  EDs – Develop the infrastructure/systematize leadership development•  EDs – Invest in self w/professional development focused on technical skills and personal support•  Boards – Strategic and customized onboarding•  Funders – Support for activities - for all leaders•  Capacity builders/Leadership development practitioners - Strategic blend of modalities based on tenure, technical skills, and support needs•  Capacity builders/Leadership development practitioners - Provide boards with onboarding frameworks and tools
  17. 17. visit #daringtolead
  18. 18. For More Information Marla Cornelius CompassPoint Nonprofit Services San Francisco, CA Email: Twitter: #daringtoleadDownload the full report