averting the crisis in nonprofit leadership
TRANSCRIPT
Averting the Crisis in Nonprofit Leadership
7/21/16 1pm Eastern
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Our guest presenter »
Marc A. Pitman| @marcapitman
• Author of “Ask Without Fear!” • Founder of FundraisingCoach.com, • Executive director of TheNonprofitAcademy.com
• Advisory Panel member of Rogare, a prestigious international fundraising think tank
Marc A. Pitman, CFCC www.concordleadershipgroup.com
Twitter: @marcapitman
THE CRISIS IN NONPROFIT LEADERSHIP
A report on the 2016 Nonprofit Sector Leadership Survey
Why a survey?
w 2 days unpacking CompassPoint’s “UnderDeveloped” survey
w Answering the question “What’s going on with the development director?”
Why a survey? w That led to a
popular seminar on “The Current Crisis in Nonprofit Leadership”
Problems persisted
Problems persisted
Problems persisted
Problems persisted
w Begged the question: “What’s going on with leadership?”
Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
w Municipalities are increasingly looking to tax charities
Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
w Municipalities are increasingly looking to tax charities
w There’s an alarming increase in the reports of boards bullying the CEOs they hire
It’s still not working
It’s still not working .
It’s still not working .
It’s still not working .
It’s still not working
The Nonprofit Sector Leadership Study
gives us insight on why
CLG pulled together partners w Steven Yoder, Get the Word Out w Pearl Wright, UNA w Jay Love, Bloomerang w Randy Hawthorne, NonprofitHub w Chris Johnson, StratusLIVE w Rachel Hutchisson & team at
Blackbaud & Blackbaud K12 w Bill Tedesco & team,
DonorSearch w AFP w And key help from Bill Littlejohn at
Sharp HealthCare
Goal: Dive below the surface w We believe leaders happen at all
levels. w So we wanted to go deeper.
38 Question Survey w .
The Sample w Wide range of leadership
The Sample w Wide range of ages
The Sample
The Sample w Seasoned nonprofit tenures
The Sample
Key Findings w Strategic plan
Key Findings w Strategic plan w Succession planning
Key Findings w Strategic plan w Succession planning w Retiring comfortably
Key Findings w Strategic plan w Succession planning w Retiring comfortably w Creative recruiting
Key Findings w Strategic plan w Succession planning w Retiring comfortably w Creative recruiting w Sharing the story
Strategic planning
Strategic planning
The Surprise w Half of nonprofits are building the
bridge as they cross it!
Strategic planning w Varies by org size
Strategic Speak? w It seems the lower down the leadership
chain you go, the more likely you are to believe a strategic plan exists.
Strategic Speak? w It seems the lower down the leadership
chain you go, the more likely you are to believe a strategic plan exists.
Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan
Strategic Plan
Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly
Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly w 70% say no benchmarking occurred
with peer organizations
Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly w 70% say no benchmarking occurred
with peer organizations
Strategic “wishing” ≠ Strategic planning
Succession Planning
Succession Planning
Retiring Comfortably?
Retiring Comfortably?
Retiring Comfortably?
Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high”
Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments
Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments – But 61% of those comments were
variation on “Nothing” or “None”!
Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments – But 61% of those comments were
variation on “Nothing” or “None”! – 10% in comments thought “offering
benefits” was creatively competitive!
Creative recruiting?
Creative recruiting? w “We offer a 30% discount to our thrift store.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.” w “We give hats to volunteers.”
Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.” w “We give hats to volunteers.” w “We give a free bus pass.”
Creative recruiting? Almost an abdication of responsibility:
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.”
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.”
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.”
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.”
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.” w “[The board and CEO] do not take the process seriously
and it is a low priority.”
Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.” w “[The board and CEO] do not take the process seriously
and it is a low priority.” w “Always looking to cut budgets and get a cheaper
employee, rather than paying the market rate for the skills and experience we need.”
Creative recruiting?
Sharing the story w With such a lack of vision and
recruiting/retention, nonprofits must surely be investing in PR, right?
Sharing the story
Sharing the story
Sharing the story
Shared Vision
Shared Vision
Sharing the story
What?! w .
7 Suggestions w It all comes back to the correct use of a
strategic plan
7 Suggestions w It all comes back to the correct use of a
strategic plan – Not an ego exercise—although it is
inspiring – Not something “in your head”—although it
should always be there too
7 Suggestions w It all comes back to the correct use of a
strategic plan – Not an ego exercise—although it is
inspiring – Not something “in your head”—although it
should always be there too w A strategic plan inspires, unifies, and
calls everyone into a vision greater than themselves
1. Write it down! w Can easily become complicated w 4 steps we suggest
1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
3. How will we fund it? • Fundraising, Strategic Collaborations
1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
3. How will we fund it? • Fundraising, Strategic Collaborations
4. Who will we tell about it? • Assessments, Advocacy, Internal & External
Marketing
2. Live the Plan w Include strategic plan objectives in
annual performance review – Can be as simple as having a check box
or self reporting question “Which of the strategic planning objectives did you help with this year?”
2. Live the Plan w Include strategic plan objectives in
annual performance review – Can be as simple as having a check box
or self reporting question “Which of the strategic planning objectives did you help with this year?”
w Set a standing board & staff meeting agenda to review the plan at least quarterly
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
3. Create cascading goals
4. Cross-generational teams w Traditional involving “young people” is:
4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and involve people
4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and standing committees
4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and standing committees
The key is involvement in existing groups – not a “special initiative.”
5. Create leadership training w Two ways to start
1. Felt needs: poll your direct reports (whatever level you are)
2. Strategic plan: what skills need to be stronger to accomplish your vision?
5. Create leadership training w Two ways to start
1. Felt needs: poll your direct reports (whatever level you are)
2. Strategic plan: what skills need to be stronger to accomplish your vision?
Key is to make sure the team debriefs. Sharing learning hardwires education.
6. Create a succession plan
6. Create a succession plan w .
6. Create a succession plan w Your “Moose Plan”
6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to?
6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical?
6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical? – What systems exist to make on-boarding
as seamless as possible?
6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical? – What systems exist to make on-boarding
as seamless as possible?
Who do you need to be training or mentoring to take over for you?
7. Learn storytelling
7. Learn storytelling w 83% of leaders say “communicating a
compelling vision” is in their top 3 priorities
7. Learn storytelling w 83% of leaders say “communicating a
compelling vision” is in their top 3 priorities
w Yet 62% said they weren’t sure how to create one
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Human beings are hardwired to
remember stories
7. Learn storytelling w Start with “internal” stories
– How was the nonprofit founded? – What values exemplify how staff
respond?
7. Learn storytelling w Start with “internal” stories
– How was the nonprofit founded? – What values exemplify how staff
respond? w Move to external
– What fight are you inviting people to join? – Most importantly: make the donor the
hero!
Don’t go it alone
Don’t go it alone w You could be building the bridge as
you walk across it…
Don’t go it alone w You could be building the bridge as
you walk across it… ...only to find it’s not ending up where you expected.
Don’t go it alone w You could be building the bridge as
you walk across it… ...only to find it’s not ending up where you expected.
w Seek help: peer groups, professional associations, executive coaching
The future can be brighter… 1. Write the strategic plan down 2. Let the plan be a roadmap & a
compass 3. Create cascading goals 4. Create cross-generational teams 5. Start leadership training 6. Draft a succession plan 7. Learn storytelling
Concord Leadership Group LLC Questions? Ah-ha’s?
Get a free copy of the summary report: www.ConcordLeadershipGroup.com/report/
For Executive Director strategies:
www.ConcordLeadershipGroup.com/ceo/
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