I’m delighted to be Mary Hiland’s guest on episode #23 of her podcast, Inspired Nonprofit Leadership.
Our topic is nonprofit leadership development. Here are the points that we cover:
- The three big myths about leadership development.
- The 70-20-10 model of learning and development and how you can use it.
- “Owning” your career versus “renting it,” and the importance of having a developmental mindset.
- How emerging leaders don’t need to wait around for the organization to develop them.
- How to use stretch assignments and rounding out experiences.
- The two “Ps” of talent development.
- Moving in, moving up and moving on – managing career turns.
- Every job involves a social contract and the contract’s four elements.
- The five core competencies of nonprofit CEOs.
We managed to pack a lot into just 34 minutes! I hope you’ll have a listen.
Available on the Inspired Nonprofit Leadership podcast page, or on Apple Podcasts or your favorite podcast app.
When was the last time you read a book on nonprofit leadership – or a book on leadership of any kind, for that matter – that made you laugh out loud, tugged your heartstrings, and compelled you to keep reading? Maybe never, right? That’s about to change if you pick up a copy of Joan Garry’s Guide to Nonprofit Leadership (Because Nonprofits Are Messy).
You’ll be treated to over 200 pages of wisdom, wittily written. Here are my chapter-by-chapter takeaways:
- The Superpowers of Nonprofit Leadership – I loved Joan’s use of the Superman-Spiderman-Gumby-Kermit the Frog analogy to explore the challenges and trade-offs inherent in everyday leadership in the nonprofit world and what’s a good fit in various situations.
- You Got to Get Me at Hello – Nugget after nugget about how to tell the story of your organization, but amidst all that, the discussion about giving your elevator pitch to a 10-year-old was priceless.
- Copilots in a Twin Engine Plane – As a longtime advocate for the importance of what I call the board-executive social contract, this chapter had me singing. I loved her “five-star board chair checklist,” “telltale signs of wrong,” ”getting it right from the start,” and “feeding the board.” Brilliant.
- The Key Is Not in the Answers. It’s in the Questions – Compared to the others, I found this to be one of the more conventional chapters in the book, but nonetheless a solid discussion of strategy development and planning.
- You Can Do This – An excellent discussion of the fear and loathing about fundraising, and, ultimately, the joys of taking responsibility for this lifeblood area.
- Managing the Paid and Unpaid (or I Came to Change the World, Not Conduct Evaluations) – A rich exploration of managing people, staff, and volunteers. I especially liked the section on managing in 3-D.
- When It Hits the Fan – Having sat on two insurance company boards and played a small but early role in the formation of the Nonprofit Risk Management Center, I know nonprofits do face significant risks in their operations, and some more than others. Having a contingency plan for crisis management and business continuity can spell the difference between survival and early death, if and when it does hit the fan.
- Hello, I Must Be Going (or Navigating Leadership Transitions) – As a leadership succession consultant, this is “my” chapter. First, I love that she deals with both board and staff transitions. She does a solid job looking at some of the symptoms and challenges of various types of board leadership, especially when it goes awry. (Hey, anybody can fly the plane when it’s smooth going.) Also, Joan does a great job outlining symptoms, challenges, and antidotes to various scenarios involving CEO transitions. But, she won my heart by talking about how too often transitions are couched in terms of crisis. In fact, I think her final quote in this chapter should be cast in bronze and sent to every nonprofit board and executive in the country: “Build a stable, effective organization with great people and I guarantee you the transition will be stable too.” Amen, sister. Amen!
- You Are the Champions – Oh no, the last chapter! Let’s see how she closes. There are some nice callbacks to some of the points that she made earlier in the book. But wait, only five pages? There’s some discussion about the intensity of the leadership roles, and she nicely ties it to the analogy of sprinters versus marathoners. But I think there’s a lot more that could have been done in this chapter to address personal resiliency in nonprofit leadership roles. Okay, this is a small gripe – sort of like complaining about the caramelization of my crème brûlée after being treated to a rich banquet of ideas.
(Switching metaphors.) I’m a hiker. And I especially love hiking in the spring. That’s how I felt reading this book. A spring walk in the woods is an immersion in an awakening land. There are fresh breezes. All around you there are items big and small that capture your imagination and inspire you. There’s the promise of growth, and you feel enveloped in possibility. If you are a nonprofit executive or board member, take a trip through this book and see if you don’t feel the same. Available from Amazon.
There are two pervasive myths – false assumptions – that are holding back the development of leaders in the nonprofit sector.
The first myth is that leader development is too complicated and too expensive, which makes it the exclusive domain of the “big guys.” In other words, it’s for those mythic “other” nonprofits. You know, the ones with unlimited resources, lots of staff and plenty of time to do things… Just, not us.
The second myth is that organizations develop leaders. Behind this myth is the idea that leader development is something that the organization provides or does to its people. Unfortunately, this myth is causing many people to postpone leadership development actions that they could be taking today because they’ve bought into the false belief that it’s up to their organization to provide some sort of program or send them to a course that will magically turn them into a leader.
This case study interview dispels both of those myths. We will be talking with Allison Bogdanovic, who is executive director of Virginia Supportive Housing (virginiasupportivehousing.org) in Richmond, Virginia.
Allison was an internal candidate who was promoted to the CEO position in 2013 after a competitive search process that involved internal and external candidates. Allison shares her experience of developing as an emerging leader, her perspective on the hiring process, and the realities of transitioning from a senior leader into the CEO role.
Whether you’re a CEO or senior manager who wants to do a better job of developing leaders in your nonprofit, or you are a nonprofit staff member who wants to move up the career ladder, Allison shares wisdom and insights that can help you.
Many thanks to Allison and the folks at Virginia Supportive Housing for sharing their experience with us. To learn more about Virginia Supportive Housing, please visit virginiasupportivehousing.org.
Below is a guide to the topics covered in this case study.
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