10/2/13. How Successful Nonprofits Develop Future Leaders. Effective leadership development requires five linked processes

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1 How Successful Nonprofits Develop Future Leaders October 22, 2013 Collaborating to accelerate social impact Effective leadership development requires five linked processes Engage senior leaders Understand future needs Develop future leaders Hire leaders externally as needed Monitor and improve practices Build culture that supports development 2 Overall 65% of nonprofit leaders believe that they are ineffective in developing their leadership pipelines With respect to leadership development Note: 1109 individuals responded to the survey overall, however the response rate to specific questions varies slightly due to respondents who answered N/A or did not complete the entire survey. 3 1

2 Effective leadership development links to individual development, sets goals, and tracks progress 4 Our discussion focus today What is the role of the HR leader to make this happen? How do you overcome major challenges that get in the way? 5 New funding model New functions, capabilities New leaders, new skills for existing leaders 6 2

3 Large group discussion: Future leadership needs Looking 3-5 years out, how will your organizations future leadership needs (work behaviors, capabilities, roles) change from today s? 7 Tool: ing Strategic Change(s) What will these require to succeed? What work behaviors are needed? What skills, capabilities, & experiences? Do your plans in the next 3-5 years require a strategic change (e.g. new programs, geographic growth, change in business model)? For each change, what must you do well (i.e. what will success look like and what will this take)? What positions within the organization will this affect (existing and new)? What must we do in our work behaviors that will enable this success? How do these behaviors cluster into required competencies? What mix of skills, capabilities and experiences are needed to perform the behaviors? Which can we develop internally, and where must we hire externally? Strategy-focused Leadership-focused 8 Our discussion focus today What is the role of the HR leader to make this happen? How do you overcome major challenges that get in the way? 9 3

4 When we assess people most organizations focus on levels of Poor Performer Good Performer Strong Performer LOW DEMONSTRATED PERFORMANCE HIGH Source: Kemp & Watson, Omidyar Network, Bridgespan A -potential matrix helps managers identify development needs DEMONSTRATED LOW HIGH POTENTIAL Enigma Dilemma Underperformer Developing Star Strong Player Safe Hands Super Star Today s Star Reliable Professional DEMONSTRATED LOW PERFORMANCE Source: Kemp & Watson, Omidyar Network, Bridgespan HIGH Demonstrated Potential: What is your list of leadership potential criteria? ASPIRATION The intensity of an individual s desire for: Achievement and recognition Advancement and influence Work-life balance Desire to impact the field and community Willingness for selfimprovement ENGAGEMENT Commitment to the organization s mission & values Commitment to their role Willingness to go above and beyond Willingness to remain with the organization Willingness to develop others Leadership Abilities & Traits Demonstrated Potential Criteria Aspiration Engagement Source: Adapted from the Corporate Leadership Council, Corporate Executive Board LEADERSHIP ABILITIES & TRAITS Strategic perspective Accountability Judgment & decisionmaking Solution focus and problemsolving Innovation and initiative Teamwork & collaboration Communication Building relationships & networking Data utilization Learning agility EQ and interpersonal skills Flexibility and resilience 12 4

5 What the research shows about development 70/20/10 On the job Coaching & mentoring Formal training Source: Center for Creative Leadership 13 Discussion with a peer: ing potential and Place one of your direct reports on the -potential matrix What experiences might best support his/her development? - Keep in mind the 70/20/10 ratio Share your observations with a peer 14 Development plan template and example using 70/20/10 approach Development Plan Competency to develop Training/ communications related to funding Experience-based assignment (70%) Develop and lead presentations to new volunteers (by 7/2013) Provide quarterly funding update to Board Committee Who will you ask to help, and how? (20%) Alex Martin, current Volunteer Coordinator (shadow presentations) Susan Jay, Board Fundraising Chair (join for key asks ) Formal training & self-study (10%) View Intro to Effective Powerpoint webinar Building corporate relationships Identify and draft grant requests for 1-2 new corporate donors Sarah Wagner, Corporate Relations Manager (ask her to review workplan and drafts) Read the book: How to Ask Anyone for Any Amount for Any Purpose Source: Adapted from Developing Cause-Driven Leadership, Leadership Competency Development Guide, YMCA of the USA 5

6 16 Our discussion focus today What is the role of the HR leader to make this happen? How do you overcome major challenges that get in the way? 17 The challenges facing HR leaders What challenges do you face as the HR leader in making future leadership development a way of doing business in your organization? Some examples we ve heard: - CEO not really engaged - Sr. Team thinks development is HR s problem - Strategic importance of leadership development not seen or understood - I just don t have time with the daily HR crush 18 6

7 Discussion: The challenges facing HR leaders What challenges do you face as the HR leader in making future leadership development a way of doing business in your organization? Some examples we ve heard: - CEO not really engaged - Sr. Team thinks development is HR s problem - Strategic importance of leadership development not seen or understood - I just don t have time with the daily HR crush 19 To access Bridgespan s research and tools on future leadership development visit: leadershipdevelopmenttoolkit Kirk.Kramer@Bridgespan.org Collaborating with leaders to accelerate breakthrough social impact 20 Thank you to our funders We would like to thank Omidyar Network, the David and Lucile Packard Foundation, and the Deerbrook Charitable Trust for their generous support in developing this research. 21 7