leadership transitions: a rough wave to ride
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Leadership Transitions: A Rough Wave to Ride. The Annie E. Casey Foundation. 2004 National Survey Findings. 72.5 % of nonprofit leaders are baby boomers 40-50+ 65 % expect to transition by 2009 Two Waves: First by 2010 second by 2020 16 % of the organizations are lead by people of color - PowerPoint PPT PresentationTRANSCRIPT
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Leadership Transitions:A Rough Wave to Ride
The Annie E. Casey Foundation
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2004 National Survey Findings
72.5 % of nonprofit leaders are baby boomers 40-50+
65 % expect to transition by 2009 Two Waves: First by 2010 second by 2020 16 % of the organizations are lead by people
of color Most executives are first time executives
(60%) 34 % founded the organizations they lead or
been in the position over 10 years
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Impact on Nonprofit Sector
Destabilized nonprofits unable to continue to provide high-quality services-populations left underserved
Competition for talent from for profit and public sectors
Best and brightest leaving or never entering the sector- impacts innovation
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Historical Foundation Response
Foundations pulled back from organizations during transitions with a “wait and see” attitude
Foundations often provide some support for elements of the process (strategic planning, search, consultation) but rarely fund the comprehensive intervention from succession planning to post-hire.
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Theory of Change: Transition is Opportunity When organizations are supported through a
transition they will emerge stronger, more effective and stable with: Board and staff alignment Accountable board of directors Infrastructure and systems Mission security Implementation in a strategic direction Leadership which fits current and future needs
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The Model
SuccessionPlanning
Preparation Recruitment
& Selection
Post-Hire
TransitionPlanning & Preparation
Prepare Pivot Thrive
Capacity Building
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Agency Sustainability
Sustainability Audit: Name vulnerabilities & address them
Assess & build leadership depth Identify future leadership needs
Prepare systems for the handoff
Check “do ability” of ED job
Create a resource bridge for the new leader Engage stakeholders Keep the Board engaged
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I’m not leaving! Why?
Career Doubts: What’s next that’s as engaging? Am I employable?
Finances: Low retirement savings Agency sustainability: How do I make sure my
agency will not lose ground when I leave? Unfinished business: Just one more project Stakeholder resistance: Board, staff, funders, say,
“you can’t leave!” Reputation: How will the departure process play out?
Will my managerial "warts" be in the spotlight? Successor: I haven’t been able to groom a
successor, the next Me.
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Resources for the Executive Director
Coaching for the ED
Career planning resources
Peer networking
Materials on “Legacy & Letting Go”
“Next Steps” workshop – Casey Foundation
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Next Generation Leadership Crisis?
Oh my goodness the baby-boomers are retiring, what are we going to do!!!???
Oh my goodness the baby-boomers aren’t retiring, what are we going to do!!!!???
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Human Services: Some Challenges
Social service jobs rank among the five worst-paying jobs
Lack of training and poor support cause many to leave the field
More education does not equal better compensation
Only 21% of college seniors in related field gave consideration to this work
The best leave this work and recent recruits don’t plan to stay
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Young leaders want jobs that:
Are challenging, interesting and offer responsibilities
Offer the chance to help people, to contribute Offer the opportunity to learn new skills Provide the opportunity for advancement Allow for a healthy balance between work and
family/personal life
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From Individuals to Organizations: Younger leaders want to work in organizations that: Have clear accountability at all levels Are transparent and participatory Diverse and culturally competent Prepare them for work in other sectors Mentor and coach but don’t indulge existing
leaders desire to replicate themselves
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Small Group Discussion
1. Describe a recent transition in your organization or a transition in an organization with whom you work.
2. What worked well in those transitions, what didn’t work?
3. Are there any insights or lessons from your discussion?
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Succession Planning: Three Types
Emergency Plan
Strategic Leader Development Plan
Departure-Defined Plan
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Emergency Succession Planning: Preparing for an unplanned ED departure
Identify critical ED functions Name a backup for each function Develop a cross-training plan for backups Name who would become Acting ED Specify board monitoring liaison Set guidelines for addressing an absence that
becomes permanent
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Strategic Leader Development
Training and delegation resulting in a leaderful organization
Embedding a culture of leadership development at all levels
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Succession Planning: Departure Defined Thoughtful planning and activities to ensure
organizational sustainability Attention to the personal and professional issues of
the departing executive director Opportunity for strategic planning and direction work Identifying new and changing leadership needs and
qualities Providing mid-level and senior managers with
opportunities to demonstrate leadership Identify where talent will come from- internal and
external analysis
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The final leadership tasks
Succession Planning entails two final leadership challenges for the departing executive:
The leadership of preparing the way
The leadership of letting go.
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Succession Planning: Lessons Learned
Lack of succession planning can result in a post-transition meltdown
Thoughtful succession planning builds leadership capacity & makes the top job more doable
A successful leadership transition for a long-term ED requires a lot more up-front effort and time than a standard search and hire– at least 18 mos
Change is inherently difficult, never “routine”
There is no one succession planning template
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Contact Information
Patrick A. Corvington
Senior Associate
Annie E. Casey Foundation
701 St Paul Street
Baltimore, Maryland 21202
410-223-2909