leadership for a new era
DESCRIPTION
Nonprofits today are faced with unprecedented challenges, and yet we continue to approach board leadership using concepts from thirty years ago. As our organizations enter into new territory, so our boards need to lead differently - yet we continue to put our efforts into getting the structure 'right'. But there is no magical number of board members or committees, or use of Robert's Rules of Order or Consent agendas, that will transform our boards into the strategic thinkers or powerful decision makers they need to be. Instead, structure must be seen as only the foundation - and board behavior and dynamics approached in a new way - to lead effectively into the future.TRANSCRIPT
Sponsored by:
Leadership For A New Era
Linda Crompton
December 11, 2013
Twitter Hashtag - #4Glearn
Part
Of:
Sponsored by:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
Part
Of:
Sponsored by: Part
Of:
Coming Soon
Sponsored by:
Today’s Speakers
Linda Crompton Principal
Crompton Consulting, LLC
Jamie Maloney Community Developer, 4Good
Founding Director of Nonprofit Webinars and Host:
Sam Frank, Synthesis Partnership
Part
Of:
S
NONPROFIT
WEBINARS
“LEADERSHIP FOR A NEW
ERA” CREATING THE
BOARD OF THE FUTURE
Crompton Consulting LLC
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