Succession Planning Is Your NEXT Executive Director You?

Transcription

1 Succession Planning Is Your NEXT Executive Director You? 2018 Nonprofit Finance and Sustainability Conference Presenters: Dawne Brown White, Executive Director, COMPAS Gaye Adams Massey, CEO, YWCA St. Paul

2 Key Components of the ED Role Leadership and Management Board Relations Programmatic Results/Mission Impact Financial Sustainability/Fundraising Reputational & Community Leadership

3 Key Attributes of an Effective Executive Director Strategic Thinking Self-Awareness & Emotional Intelligence Growth Mindset Leadership that Inspires Others Fundraising Skill Business Acumen and Focus on Results Cultivates Relationships High Integrity Community Presence Passion for the Mission Relentless Learner

4 What Kind of Mindset Do You Have? Growth Mindset Fixed Mindset I can learn anything I want to I m either good at it or I m not. When I m frustrated, I persevere When I m frustrated, I give up. I want to challenge myself. I don t like to be challenged. When I fail, I learn. When I fail, I m no good. Tell me I try hard. Tell me I m smart. If you succeed, I m inspired. My effort and attitude determine everything. If you succeed, I feel threatened. My abilities determine everything.

5 Leadership v. Management Leadership Produces Change and Movement Establishes Direction Creates Vision Clarifies Big Picture Sets Strategy Aligns People Communicates Goals Seeks Commitment Builds teams, coalitions, alliances Motivates and Inspires Energizes Empowers subordinates & colleagues Satisfies Unmet Needs Management Produces Order and Consistency Planning and Budgeting Establishes Agendas Sets Timetables Allocates Resources Organizing and Staffing Provide Structure Make Job Placements Establish Rules and Procedures Controlling and Problem Solving Develop Incentives Develop Creative Solutions Take Corrective Action

6 Nonprofit Leadership Executive Directors are often required to be leaders and managers Most nonprofit organization leaders do not have the luxury of a full contingent of senior staff to delegate the operational responsibilities. In addition to being the visionary, the holder of the big picture, the leader of change, and the voice of the organization, the nonprofit leader must always have the pulse of day-to-day operations.

7 Ethics and Integrity Executive Directors drive the ethical culture of their organization through compliant operations and high integrity decision-making Ethical issues common to nonprofits include: Accountability for results aligned with the mission Conflicts of Interest Disclosures (legal requirements; transparency to donors) Outside Remuneration (what belongs to the organization?) Salaries, Benefits, Perquisites (never excessive, never based on funds raised) Personal Relationships (harrassment, nepotism) Accumulation of Surplus (how much is too much; transparency)

8 Diversity & Inclusion Successful Executive Directors build strong teams selecting the right people for the right role Smart leaders don t assemble teams in which everyone looks, thinks or works like them We re all drawn to people who are like us, but a strong team needs a range of complementary skills, and people with varied perspectives, experiences and strengths The benefits of diverse and inclusive teams have been demonstrated in the research higher performance, greater innovation, less absenteeism and more customer satisfaction To leverage the potential of your diverse team, you must have a culture of inclusion everyone feels they belong, their input is valued and they can be themselves For nonprofits, staff and leadership that reflect the communities they serve can enhance credibility, understanding and efficacy..

9 Nonprofit Stool: No One Leg Can Dominate the Others Program or Product Fundraising or Marketing/Sales Administration This is the nonprofit s reason for being what they present to donors for support it s why they exist. Every successful nonprofit has a successful fundraising function. This function marries the donor to the cause. Without fundraising, the nonprofit can t exist. IT, HR, Finance, Operations and general administration must also be high functioning for the organization to be efficient and effective.

10 Self Assessment Do I want to be an Executive Director? What are my strengths? What skills do I need to develop or enhance? What experiences should I pursue? What strategies can I employ to accelerate my growth? Is my support network in place? What is my path to higher level leadership?