Leadership For A New Era

Sponsored by:

Leadership For A New Era

Linda Crompton

December 11, 2013

Twitter Hashtag - #4Glearn

Part

Of:

Sponsored by:

Advising nonprofits in:

• Strategy

• Planning

• Organizational Development

www.synthesispartnership.com

(617) 969-1881

[email protected]

INTEGRATED PLANNING

Part

Of:

Sponsored by: Part

Of:

Coming Soon

Sponsored by:

Today’s Speakers

Linda Crompton Principal

Crompton Consulting, LLC

Jamie Maloney Community Developer, 4Good

Founding Director of Nonprofit Webinars and Host:

Sam Frank, Synthesis Partnership

Part

Of:

S

NONPROFIT

WEBINARS

“LEADERSHIP FOR A NEW

ERA” CREATING THE

BOARD OF THE FUTURE

Crompton Consulting LLC

Characteristics Changing Definition of Leadership

Ideal Characteristics

S Innovative

S Values – Based

S Culture – Driven

S Mission – Focused

S People – Centered

S Holistic approach to the work

HOW ARE WE LEADING

TODAY?

S Old style recruitment

S Little diversity around the table

S Undersell the role

S Weak connection with staff

S Internal focus only – not big picture

WHAT IS THE NEW ERA?

S A growing awareness of organizational changes

S Economic re-structuring

S An intensifying of financial constraints

S Changes in philanthropy

S Rapidly developing technology

S New demographics = different needs

New Era Leadership

S Entrepreneurial attitude

S Cooperation, not competition

S Transparent

S Intentional about practices

S Highly involved

S Technology savvy

S See structure as a foundation

Why Important

S Leadership deficit

S Higher standards of transparency

S Demographic shifts

S Complex operating environment

S Missions are drifting – chasing the money

S Poor co-ordination among non-profits

Whose Job To Lead?

Executive Manages

S Hiring, supervising staff

S Motivates employees – supports development

S External point person – “The Face”

S Leads fundraising

S Exercises financial stewardship

S Ensures quality of programs/services

Board Oversees

S Hires, compensates, evaluates Executive

S Designs/approves strategic plan

S Ensures necessary resources in place

S Exercises financial oversight/protects assets

S Ensures legal/ethical integrity

“New Leadership” is Shared..

S Strong connection between

ED and Chair

S Chair must play an active

role

S Partnership connects to:

Board/Staff/Community

Culture is Everything

S Remember the ‘learning organization’?

S Program for Board Development

S Connection to Values

S Hold everyone accountable

The Learning Organization

An atmosphere of inquiry – is this

rewarded?

Practices to understand trends and

developments

Peer/experiential/emergent learning

Program for Board

Development

S Directors can widen networks

S More strategy/less admin

S Deliberate cultivation of new perspectives

S Time set aside for learning (intentionality)

S We don’t know what we don’t know

Connection to Values

S No ‘leaving values at the door’

S Ethics and Conflict of Interest policies

S The Board Declaration/Agreement

S Active, not passive, oversight

Accountability

S Establishing targets and objectives

S Continual evaluation

S More frequent assessment conversations

S Ask: Are we having impact?

S Are we sustainable?

S Are we a part of the ‘problem’, or the ‘solution’?

New Era Leadership:

1. Everyone understands their role

2. Right people at the table

3. Diversity not homogeneity

4. Everyone invested/engaged

5. Effective meeting management

New Era Leadership

Continued…

6. Strong committees

7. Act with integrity

8. Strong strategic focus

9. Recognizes part of a

network

10. Shared responsibility!

Clarify Roles

S Define where management/board roles are separate, and where overlap

S Strong, involved committee Chair

S Clear reporting mechanisms

S Process for handling disagreements

Design Your Recruitment

Process

S A process, not event

S Develop skills matrix

S Consider new fields – HR? Tech? Marketing?

S Clarify expectations

S Intentional orientation

S Ongoing development

Encourage Diversity of Views

S Diversity a fundamental rule of Nature

S “Culture of Inquiry not Collegiality” (BoardSource)

S Diversity of experience and background as important

as age and ethnicity

S Cultivate active listening

Revitalize Your Discussions

S Structure meetings differently

S Utilize skills around the table

S Full participation by committees

S Ask the ‘big’ questions

Common Meeting Problems

S Management – designed agendas

S Unfocused discussion

S Too much admin, not enough strategy

S Repetitive commentary

S Unclear expectations

Utilize Skills Around the Table

S Assign roles according to

experience

S Cultivate the personal

relationship

S Help everyone to be an

ambassador

Committees

S Review Standing vs. Task Force

S Ask is the Executive Committee necessary?

S Consider a role for the Governance Committee

S Evaluate effectiveness regularly

The ‘Big” Questions

S Everyone wants to be part of

something bigger than themselves

S New generations questioning

relevance/effectiveness

S Strategic thinking as important as

strategic planning

S Ask – “Is our mission still

relevant?”

Elements of Success

S Intentional practices

S Open minded

S Must utilize technology

S Entrepreneurial spirit

S Realistic assessments

Elements of Success II

S More matrixed relationships

S Open and frequent communications

S Not ‘big man’ leadership

S Whole greater than sum of parts

S An ongoing process

Leadership as Partnership

S Mutual trust

S Division of labor

S Mutual support

S Constant feedback

Hold Yourself Accountable

S Be clear about individual purpose

S Commit to a common goal

S Regular assessment

S Open communication

S Take time to reflect

Effective Organizations

Powerful Board/Exec Partnerships

Committed, Prepared, Accountable Individuals Like

You!!

Thankyou!!!

Crompton Consulting, LLC