2. Meet the Presenter
• Emily Davis, MNM
– President of EDA Consulting, LLC
– Author, Fundraising & the Next
Generation
– Author, Preparing the Path to Leadership
– Founder & Board Chair of YNPN San Diego
– Member, The Gordian Fund
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6. What is the generational mix?
TRADITIONALISTS
BABY BOOMERS
• Born 1925-45
• 65-85 years
• aka…
• Born 1946-64
• 46-64 years
• aka…
– Silent generation
– Greatest
Generation
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– Generation Jones
– Golden Boomers
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7. Next Gen
GENERATION X
• Born 1965-80
• 30-45 years
• AKA
– Gen X
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MILLENIALS
• Born 1981-1999
• Under 30 years
• AKA
– Generation Y
– Generation Me
– Echo Boomers
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9. Traditionalist Work Style
Catalyst for the
nonprofit organization
Management style:
top down
Respect for authority
Can be tough for
them to use their own
judgment
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• Why customize?
• Believe in the value of
work more than finding
personal meaning
• Separation of work and
home
• Acknowledged for what
they know as well as what
they do
• Loyal
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10. Baby Boomer Work Style
• Appreciate hierarchy
and inclusion
• All about respect
• Self-improvement
• Strong work ethic
• Desire flexibility
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• Optimistic and
idealistic
• Struggle with
work/life balance
• Into symbols of
recognition as
rewards
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11. What Boomers/Traditionalists Want
• More training and experience from next
gen
• Acknowledgment of their contributions to
the sector
• Recognition of how they can continue to
help now, just not in the past
• Respect for the legacy they have created
• Questions about their information and
ideas for the sector – Boomers only!
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12. Gen X Work Style
• More self-reliant
• Like to solve their
own problems
• Multi-taskers
• Money-motivated
• Direct communicators
vs. reading in between
the lines
• Job movement
• Collaborative
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• Results-oriented
• Sound byte
processing
• Work solo and yet on
teams
• Instant gratification
• Need for external
recognition as reward
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13. Millennials Work Style
• Digital natives
• Work on their own
terms
• Think globally
• Want customization
• Desire interactivity
• Express to express -not impress
• Multi-taskers
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• Desire mutual respect
• Ready for
collaboration
• Want to make a
difference thru
practical know-how
• Celebrate diversity
• Acknowledgement for
being here
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14. What Next Gen Wants
• Advice from older generations that will inform
their leadership
• Acknowledge new leadership ideas, structures, and
vision for the sector
• Share ownership of the sector
• Receive important lessons from older generations
• Flexibility from older generations about new
leadership qualities and approaches
• The REAL story and history about organizations
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15. How has this affected your org?
• Work ethic
• Time sensitivities
• Different
communication
vehicles
• Retention
• Subscription to
technology
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•
•
•
•
•
•
•
Work priorities
Company loyalty
Meeting management
Change
Level of respect
Entitlement
Training
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16. Where are we similar*?
• We receive great reward
– For the work we do
– From the people we work with
– And the belief that we are contributing to
society and our current jobs
• We receive great satisfaction from our
accomplishments at work
*CCL Emerging Leaders Research by Ross DePinto, 2003
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17. Generational Similarities
• We have
– A desire to learn
– A desire to be acknowledged
– A desire to be rewarded
• We want
– To be trusted, valued and respected
– To succeed
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19. Defining the Leadership Gap
• The period of time when executive Boomers
are preparing to leave their leadership roles
to when new leadership is installed.
• Describes not only temporal gaps, but
perceptual gaps in what well-qualified leaders
look like.
• The lack of communication, preparation, and
support available among multiple
generations of leaders.
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20. Defining the Problems*
•
•
•
•
•
Replacement Theory
Staying On Top
Redefining the Position
Recognition Problem
New Structures and Practices
*Working Across Generations, 2009
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21. Replacement Theory
• Not enough people to fill leadership gaps
so we need to develop a pipeline.
• Not very motivating or innovative
• Solution: If we recruit and train enough
people we won’t have a problem. Develop
a pipeline.
– Target MBAs
– Recruit into the sector
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22. Staying On Top
• Current EDs stay in charge and there is
little to no room for the next generation to
lead and redefine the sector.
• Parallel activities will exist where Boomerled orgs will continue as usual and the next
gen will start new orgs.
• Solution: Find ways to integrate these new
ideas into the sector. Shift Boomer
leadership roles in the sector.
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23. Redefining the Position
• The traditional idea of the Executive Director
is no longer appealing or effective.
• Solution: Look to new models of leadership
that distributes the responsibilities of the ED.
• Examples:
–
–
–
–
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Co-directors
Flattened hierarchy
Team approaches
Coaching
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24. Recognition Problem
• There is a generation ready to step up to
the plate that feels invisible to the current
leadership.
• Solutions:
– To recruit, look in your own back yard
– Acknowledge current contributions of next
gen leaders
– Shift mental models – diversity, mentorship
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25. New Structures and Practices
• Current organizational structures are
outdated.
• Solution: Evaluate current models and
redefine structures
• Outcomes:
– Innovative, flexible, and fun orgs
– Advance the sector
– Support current staff
– Attract and build the next generation of
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leadership
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26. ORGANIZATIONAL DYNAMICS & LEADERSHIP
WAYS TO LEVERAGE THE GENERATIONS
ACTIVITIES AND ACTION STEPS
Next Steps
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27. Top 10 Ways to Leverage the
Generations
1. Acknowledge each generation’s value
2. Recruit more emerging leaders into leadership
roles
3. Encourage work/life balance – be flexible
4. Invest in diverse strategy development process
5. Overhaul in performance appraisal system
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28. Top 10 Ways to Leverage the
Generations
6. Create internships/mentorships
7. Invest in professional development
8. Make it possible to hand over
leadership/succession planning
9. Be flexible and innovative
10. Create opportunities to share
information cross generationally
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29. AFP SAN DIEGO MENTORSHIP PROGRAM
AFP SAN DIEGO YOUTH COMMITTEE
YNPN SAN DIEGO
WEBSITES AND BLOGS
ARTICLES AND PUBLICATIONS
Resources
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30. AFP San Diego Mentorship Program
Crucial to the future of the sector, and to San Diego itself, the
mentorship program creates partnerships to informally guide
emerging fundraising leaders, while also focusing on a specific
project to create new successes for San Diego’s nonprofit
organizations.
Whether you are an experienced professional or have recently begun
your fundraising work, participation in the Mentor Program is a
rewarding experience.
Participation requires 20 hours for both the Mentor and the Associate
Mentee, and there is a cost of $50 for the Associate Mentee. Once
the fee has been processed you will be assigned a mentor.
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31. AFPSD Youth Committee
The Youth Committee sees the next generation (ages 40
and younger) of fundraisers and philanthropists as key
to the future of not only the fundraising community,
but the nonprofit sector as whole. As such, the Youth
Committee continues to advocate for the next
generation of fundraising professionals in the San
Diego nonprofit community and in AFP San Diego.
The Committee focuses on having a strong
representation of emerging leaders participating in
AFP San Diego as well as ensuring that AFP San Diego
considers emerging leaders when it develops programs
and member benefits.
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32. YNPN San Diego
By sharing information, connecting
individuals and building skills of emerging
leaders, YNPN San Diego serves to bridge
the gap between emerging and seasoned
leaders ensuring San Diego’s nonprofit
sector has the leadership necessary to
continue meet the community’s needs.
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33. Websites and Blog Resources
Websites/Orgs
Building Movement
Project
Emerging Practitioners in
Philanthropy
CompassPoint
The Chronicle of
Philanthropy
Nonprofit Workforce
Coalition
Bridgespan Group
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Blogs
• Rosetta Thurman
• New Voices in
Philanthropy
• Next Gen Consulting Café
(San Diego)
• Nonprofit Leadership 601
(San Diego)
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34. Publications and Articles
• Working Across Generations
• Work With Me: Intergenerational
Conversations for Nonprofit Leadership
(workbook)
• Ready to Lead? Next Generation Leaders
Speak Out
• Stepping Up or Stepping Out
• Daring to Lead
• Next Generation and Governance
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35. Next Gen Philanthropy Resources
• 21/64: www.2164.net
• Resource Generation:
www.resourcegeneration.org
• Millenial Donors: A Study of Millenial
Giving and Engagement Habits
• The Next Generation of American Giving
• Creating Change Through Family
Philanthropy
• Passing the Torch: Attracting and
Cultivating the Next Generation of
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What do you really want to know today? What are you looking to get out of this?
Sherri
Influenced by movements and world activities of the time…
Traditionalists: World wars, The Depression,
Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
What has influenced these generations?
We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement
Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends, Space Shuttle Disaster
The term was popularized by Canadian author Douglas Coupland's 1991 novel, Generation X: Tales for an Accelerated Culture, concerning young adults during the late 1980s and their lifestyles
Gen Y: 9/11, Facebook, ipods, American idol
Members of this generation are called Echo Boomers, due to the significant increase in birth rates through the 1980s and into the 1990s, and because many of them are children of baby boomers
However, it is generally marked by an increased use and familiarity with communications, media, and digital technologies.
Millenials are going to be second in size to Boomers – could rival the size depending where we call the end of the generation
Emily’s comments – catalyst…, management style
MOTIVATIONS: Leaving a legacy; Security defined as safety, money; Loyalty; Their health; God, duty and country; Education; Being useful; Pride; Fear
MARKETING - THINK: Conservative imagery; Legacy; Family; Healthy couples; Won’t spend a lot; Well-known brands
Emily – appreciate hierarchy and inclusion
INFLUENCERS: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
Build the infrastructure of the nonprofit sector – learning by doing, improvisation – hasn’t helped with transferring the knowledge and skills of the sector. Can be resentment from these folks who have worked SO hard for the sector and see the younger generations doing things in a more sustainable way.
MOTIVATIONS: Money; Status; Toys; Fear of failure; Guilt; Transformation; Making a Difference; Accomplishments; Being best in class; Having choices; Sharing shows up as teamwork; Respect; Service; Process
MESSAGING: Work hard and deserve it; Keeping up with the Jones’; Didn’t get it as a kid so I am taking care of myself; Living the good life defined by materialism
IMAGERY: Healthy
The boomers are a hard act to follow,
MOTIVATIONS: Money; Balancing work and home/family; Results; Efficiency; Money; Challenge; Flexibility; Healthy lifestyle; Hybrids – making things their own
MESSAGING: Straight talk; Get to the benefit or result; No B.S or unsubstantiated claims; Informal; Reduce sexism; Increase Environmentally friendly verbiage; Humor; Thought provoking comments
IMAGERY– Inclusive
MOTIVATIONS: Relationships; Varied experiences; Celebrity; Feedback; Mutual respect; Happiness; Materialism; Cause; Creativity; Community; Environment; Money; Having experiences
MESSAGING: Green and NOT green washing; Sexy
IMAGERY: Multiracial imagery
Challenges: long hours make it difficult to have a life outside of work, going back to school, change jobs, look at different interests, have families; more plugged in than previous generations
Reasons for working for an NPO:
Enjoy giving back to the community - 82%
Personal sense of satisfaction - 81.5%)
Positive work environment - 58.3%
Professional challenges - 57.2%
Co-workers - 56%
Working with clients: 42.7%
Encouraging and supportive leadership: 40%
Professional development opportunities: 37%
Other: 3.4%
Financial compensation: 2.8%
Sherri to look for emerging leader corporate stats
How have generational differences affected your organization?
Harmony is preferred
We want to be on the same wavelength
We all need clear communication
People do not like to operate out of fear
Everyone likes to have fun
According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).”
In 2006 in San Diego, 68% of the nonprofit leaders expected to leave within 5 years. (Executive Transition in San Diego’s Nonprofit Sector)
In 2006, report indicated that there would be 640,000 vacant senior management positions in the nonprofit sector in next 10 years (the Leadership Deficit)
45% of respondents in a YNPN report stated that they will leave the nonprofit sector. Why? (Stepping Up or Stepping Out)
Originally thought there was one specific problem to be solved, but that is not the case. There are multiple leadership problems to be addressed for the future of nonprofits
Multilayered issues related to leadership.
This is the most common identification of the problem, but there are issues wit
More attractive to new leaders
Be flexible about what the image of leadership is
Despite the outward promotion of hiring people of color only 17% of exec dir are people of color and yet we know the US population is becoming more diverse. We need to reflect that diversity in our leadership.
Boomer leaders are really busy and often don’t know how to develop the next generation of leaders
Hierarchal organizations that were created in the 60s and 70s – popular business model that eventually became bureaucratic
Little support from funders or boards to make change that would make decision-making and process more appealing.
Small group question: Now that you know what you know about the generations, where do you see the opportunities?
Sherri to start and we’ll switch off. Sherri – odd; Emily - even
Mentorship – define the relationship, clarify expectations, pay attention to race and ethnicity, teach older leaders (older mentors may not automatically know how to mentor)
Programs: online networking (most reach), sector socials (in-person networking), professional development, and mentorship (not for fundraising or executives, but early-mid career professionals)