+ Domus Leadership Training 2014 Session #1
Dec 24, 2015
Meeting Ground Rules
1. Everyone participates and takes ownership in the group’s accomplishments.
2. We will treat each with honor and respect.3. Different opinions are welcome.4. Silence is agreement.5. Limit side conversations.6. Listen actively and respectfully.7. You are responsible for your own experience.8. Keep comments brief and to the point.9. No cell phones or other electronic devices…
enough said.10.We will start on time and end on time – no
backtracking if someone is late.
+Agenda
Introductions Title What would you like to get out of this series? At the end,
what will be different in your work life?
Nonprofits 101 (1.5 hours) What does nonprofit mean? What is the role of the board of directors? What is the role of staff?
Leadership (1.5 hours) Effective & creative leadership Leadership styles
+What are nonprofit organizations?
Non-profits are organizations formed for the purpose of serving a public benefit other than the accumulation of profits for owners or investors.
+Defining Characteristics:
1. They provide societal benefit.
2. They are private, not governmental.
3. No person owns shares of the corporation.
4. They operate under the non-distribution constraint. Profits may only be applied to mission.
5. They are self-governing.
6. They are owned by the public to serve the public.
+Nonprofit Classifications
1. Arts, culture & humanities
2. Education and research
3. Environment and animals
4. Health
5. Human services
6. International affairs
7. Public societal benefit
8. Religion
+Governance (Board of Directors)1. Determine mission & purpose.
2. Select, support and evaluate the chief executive.
3. Ensure effective planning.
4. Monitor and strengthen programs and services.
5. Protect assets and provide proper financial oversight.
6. Build a competent board.
7. Ensure legal and ethical integrity.
8. Enhance the organization's public standing.
+Duty of Care
The duty of care that an ordinary prudent person would exercise in a like position and under similar circumstances. This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.
+Duty of Obedience
The duty of obedience requires Board members to be faithful to the organization’s mission and the rules/laws of the Federal and State governments. They are not permitted to act in a way that is inconsistent with the central goals of the organization.
+Duty of Loyalty
The duty of loyalty is a standard of faithfulness; a board member must give undivided allegiance when making decisions affecting the organization. This means that a board member can never use information obtained as a member for personal gain, but must act in the best interests of the organization.
+Legal Liability
Fiduciary obligation to the organization.
Conserve and protect the organization’s assets
Responsible for corporate compliance ( information returns, payroll etc.)
Must act in good faith and loyalty and the best interests of the organization
Respecting donor’s wishes (temporarily and permanent restricted contributions)
Liability to third parties
+Management/Administrative Positions Executive Director
Financial Management
Resource Development
Volunteers
Marketing & Communications
Human Resources
Information Technology
Facilities
+Quiz – Board or Management
Approving annual budget Board
Strategic planning Both
Hiring the CFO Management
Hiring the auditor Board
Determining mission Board
+Programs
A predefined set of activities designed to achieve a stated set of goals & objectives.
-- Netting, Kettner & McMurtry
+Organization 1
Board of Directors
Executive Director
(.75)
Director of Volunteers
(.50)
Volunteer Tutors (8.0)
Social Worker (1.0)
+Organization 2
Board of Directors
Executive Director (1.0)
Director of Finance &
Administration (1.0)
Office Manager (1.0)
Director of Social Services
(1.0)
Caseworkers (6.0)
Director of Volunteers (1.0)
In Kind Donations
Manager (1.0)
Volunteers (200+)
Director of Development
(1.0)
Development Officer (0.5)
Database Assistant (0.75)
+Organization #3
Board of Directors
Executive Director (1.0)
VP of Finance and Administration
(1.0)
Staff Accountant (1.0)
Bookkeeper (1.0)
Bookkeeper (0.75)
Director of Facilities (1.0)
Maintenance Workers (2.0)
Director of Human Resources (1.0)
VP of Development (1.0)
Director of Marketing &
Communications (1.0)
Director of Foundation &
Corporate Relations (1.0)
Director of Annual Fund (1.0)
Data Entry (1.0)
VP of Programs (1.0)
Director of Residential
Services (1.0)
Residential Managers (5.0)
Director of Social Services (1.0)
Social Workers (3.0)
Director of Child Care Services
(1.0)
Teachers (2.0)
Assistant Teachers (5.0)
+2014 Focus
Leader
Accountability
Impact
Outcomes
Planning
Return on Investment
Evidence Based Practice
+Peter Drucker
“Only three things happen naturally in organizations; friction, confusion, and underperformance. Everything else requires leadership.”
+Leadership v. ManagementManagement Leadership
Administers Innovates
Maintain Develops
Focuses on systems & structures
Focuses on people
Relies on control Inspires trust
Short-range view Long-range perspective
Asks how & when Asks what & why
Eye on bottom line Eye on the horizon
Accepts the status quo Challenges status quo
Does the right thing Does the right thing
Plans detail Sets direction
Transactional Transformational
+Non-Profit Leaders Must Have vision
Focus on effectiveness
Cultivate culture of financial awareness and stability
Embrace competition
Engage stakeholders
Maximize technological capacity
Build and sustain an effective board
Value & manage diversity
+Core Skills of Effective Leadership
1. Vision
2. Discrimination
3. Strategic Thinking
4. Commitment
5. Communication
+Nonprofit Leadership Competencies - Internal
Planning
Program Development
Financial Management
Human Resources Management
Visioning
Board Management
Evaluation
+Nonprofit Leadership Competencies - External
Fundraising
Marketing
Community Relations
Advocacy
Policy
+Leadership Styles
Authoritative
A
Tells
Political
B
Sells
Evaluative
C
Tests
Participative
D
Consults
Laissez-faire
E
Joins
+Situational Leadership
There is no one best way to lead.
Leadership behaviors should match the situation.
Effective leaders are able to adapt to the situations at hand.
+Leading Today1. Act quickly… and thoughtfully.
2. Stay mission-focused.
3. Manage talent well.
4. Organize and change.
5. Use your board.
6. Communicate openly and often.1. Funders2. Board3. Staff
+The Army’s Leadership Principles1. Be tactically and technically proficient.
2. Know yourself and seek self-improvement.
3. Know your soldiers and look out for their welfare.
4. Keep your soldiers informed.
5. Set the example.
6. Ensure the task is understood, supervised and accomplished.
7. Train your soldiers as a team.
8. Make sound and timely decisions.
9. Develop a sense of responsibility in your subordinates.
10. Employ your unit in accordance with its capabilities.
11. Seek responsibility and take responsibility for your actions.