Developing Talent for your Non-Profit

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Annabelle Lyons
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1 Developing Talent for your Non-Profit SCANPO Webinar September 17, 2014 Presented by Paul Barber 2014 Paul Barber

2 Growing leaders at all levels and helping them succeed is my passion. Leadership & Organization Development Professional Executive coach with BMG Career Services Formerly Director of Learning & Development, TD Bank Active member and leader with the Association for Talent Development (formerly ASTD) Co-Founder of the Employment Coaching Ministry in Greenville

3 Talent Cycle Framework Leadership Competencies Best Practices Desired Outcomes Growing Leaders at All Levels Developing High Potentials Stretch Assignments Action Learning Teams Custom Coaching Leadership Training My Next Steps 2014 Paul Barber

4 To what extent does your organization invest in leadership development? 1. Executive Director attends leadership training 2. Other staff members attend leadership training 3. Executive Director has an external coach 4. Developmental stretch assignments provided 5. Little or no leadership development

Talent Cycle Recruiting & Selection Leadership Development Goal

that people are their most important asset.

effective leadership and fair practices to attract and retain

5 Talent Cycle Recruiting & Selection Leadership Development Goal Setting Outcomes *SCANPO Guiding Principle Nonprofits recognize that people are their most important asset. Talent/ Succession Planning Performance Management They use effective leadership and fair practices to attract and retain employees and volunteers. Compensation *South Carolina Association of Non-Profit Organizations

All Employees Front Line Leaders Senior Leaders Initiative Problem Solving

Program Development Performance Management Self-Management Coaching

Talent Development Succession Planning Versatility Leading Change Please chat

6 All Employees Front Line Leaders Senior Leaders Initiative Problem Solving Adaptability Learning Communication Teamwork Customer Service Goal Setting Program Development Performance Management Self-Management Coaching Collaboration Strategic Planning Metrics/Evaluation Fundraising Recruiting Talent Development Succession Planning Versatility Leading Change Please chat your responses Which competencies are most important in your organization? Which competencies are most lacking?

7 Best Practices Executive Director activity Review the talent pool Calibrate with Board Annual Process Who are High Potentials? Who is Ready for Promotion? What are your talent risks? Who are potential successors? Desired Outcomes ID bench strength / gaps Plans for high potentials Mitigate talent risk Link to Leadership Development SCANPO Guiding Principle The organization uses strategic thinking, a key leadership attribute, to continually generate insights into factors that impact its mission and achievement of its vision Paul Barber paul-barber@att.net

Best Practices Management & Leadership skills are both important Develop leaders at all levels Focus on High Potentials

Guiding Principle The organization builds evidencebased evaluation into its operational plan, using the results to build

Desired Outcomes Capable next generation leaders Influential cross-organizational relationships & collaboration

8 Best Practices Management & Leadership skills are both important Develop leaders at all levels Focus on High Potentials Assess against competencies Develop based on both individual and organizational needs More than training events SCANPO Guiding Principle The organization builds evidencebased evaluation into its operational plan, using the results to build a culture of continuous learning. Desired Outcomes Capable next generation leaders Influential cross-organizational relationships & collaboration Innovative decision making Effective performance management (coaching culture) Talent pipeline to sustain organizational health Leaders teaching leaders Improved organizational outcomes 2014 Paul Barber paul-barber@att.net

9 Leaders at ALL levels are critical for building the Talent Pipeline to ensure organizational capability and sustainability Board Executive Front Line Leaders Organizational Staff Volunteers Which level is most critical and why? 2014 Paul Barber

Identify Assess Develop Executive Director Identifies

training, coaching, mentor support, stretch assignments,

Leadership Coach Assesses needs, prepares Individual Development

10 Identify Assess Develop Executive Director Identifies hi-potentials and provides development opportunities such as training, coaching, mentor support, stretch assignments, cross-organizational projects, etc. Leadership Coach Assesses needs, prepares Individual Development Plans, coaches employee, provides group training, etc. Employee owns his/her own Development 2014 Paul Barber

11 Coaching for Development Stretch Assignments High Potentials Action Learning Teams Skill Development Effective Leadership Development is Tailored to individual needs based on assessments Tailored to the needs of the organization Anchored to critical competencies An integrated learning process 2014 Paul Barber

12 Typically a special project New initiative / program Process redesign Beyond normal job responsibility Develops skills in Research data gathering, analysis Project Management Problem solving Process design Presentation Ideally coupled with coaching or a mentor

13 Internal or cross-organizational teams Over and above normal job duties Learn by doing - develops skills in Project Scoping & Management Research data gathering, analysis Measuring Success Risk Management Problem solving Presentation to sponsors / stakeholders Collaboration and teamwork

Executive Directors are busy people External coaches add value for both Individuals design development plans Action Learning Teams support team process Leadership

14 Executive Directors are busy people External coaches add value for both Individuals design development plans Action Learning Teams support team process Leadership assessments help pinpoint Strengths to leverage Areas for growth Coaches adhere to code of professional ethics Written contract with participant or team Confidentiality is key

15 Facilitated Workshops Leadership Skills - examples Servant Leadership Coaching for Success Valuing Diversity Management Skills Strategic Planning Metrics & Evaluation Fundraising Grant Writing Talent Selection Performance Management Succession Planning Behavior Practice is key Peer Learning Book Clubs Develops knowledge Members share leading Coach supports leaders Examples: Toxic Charity Our Iceberg is Melting The 360 Degree Leader What Got You Here Won t Get You There

16 Growing Leaders at All Levels Coaching for Development Stretch Assignments High Potentials Action Learning Teams Skill Development Let s Chat.. What will you do in the next 30 days to begin growing leaders? 2014 Paul Barber paul-barber@att.net

17 Paul Barber

18 Six Step Process for Building Leadership Capacity 1. Engage Senior Leaders 2. Understand Future Needs 3. Develop Future Leaders 4. Hire Externally As Needed 5. Measure & Improve Practices Step 6: Build a Culture that Supports Development Source: The Bridgespan Group 2011

Diversity and Talent Management Ricardo Sookdeo

Diversity and Talent Management Ricardo Sookdeo 1 st September 2015 We believe diversity and inclusion are key levers to strengthen business results in the markets we operate in and a necessary action