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Leadership For A New Era

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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.

Publié dans : Business, Formation
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Leadership For A New Era

  1. 1. Leadership For A New Era Linda Crompton December 11, 2013 Twitter Hashtag - #4Glearn Part Of: Sponsored by:
  2. 2. INTEGRATED PLANNING Advising nonprofits in: • Strategy • Planning • Organizational Development Part Of: www.synthesispartnership.com (617) 969-1881 info@synthesispartnership.com Sponsored by:
  3. 3. Coming Soon Part Of: Sponsored by:
  4. 4. Today’s Speakers Linda Crompton Principal Crompton Consulting, LLC Jamie Maloney Community Developer, 4Good Part Of: Founding Director of Nonprofit Webinars and Host: Sam Frank, Synthesis Partnership Sponsored by:
  6. 6. Characteristics Changing Definition of Leadership
  7. 7. Ideal Characteristics S Innovative S Values – Based S Culture – Driven S Mission – Focused S People – Centered S Holistic approach to the work
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. Whose Job To Lead?
  13. 13. 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
  14. 14. 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
  15. 15. “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
  16. 16. Culture is Everything S Remember the ‘learning organization’? S Program for Board Development S Connection to Values S Hold everyone accountable
  17. 17. The Learning Organization An atmosphere of inquiry – is this rewarded? Practices to understand trends and developments Peer/experiential/emergent learning
  18. 18. 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
  19. 19. 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
  20. 20. 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’?
  21. 21. 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
  22. 22. New Era Leadership Continued… 6. Strong committees 7. Act with integrity 8. Strong strategic focus 9. Recognizes part of a network
  23. 23. 10. Shared responsibility!
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. Revitalize Your Discussions S Structure meetings differently S Utilize skills around the table S Full participation by committees S Ask the ‘big’ questions
  28. 28. Common Meeting Problems S Management – designed agendas S Unfocused discussion S Too much admin, not enough strategy S Repetitive commentary S Unclear expectations
  29. 29. Utilize Skills Around the Table S Assign roles according to experience S Cultivate the personal relationship S Help everyone to be an ambassador
  30. 30. 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
  31. 31. 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?”
  32. 32. Elements of Success S Intentional practices S Open minded S Must utilize technology S Entrepreneurial spirit S Realistic assessments
  33. 33. 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
  34. 34. Leadership as Partnership S Mutual trust S Division of labor S Mutual support S Constant feedback
  35. 35. 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
  36. 36. Effective Organizations Powerful Board/Exec Partnerships Committed, Prepared, Accountable Individuals Like You!!
  37. 37. Thankyou!!! Crompton Consulting, LLC