2004 Conference Keynote

[Author’s Note: On April 1, 2004 nonprofit leaders from throughout Washington gathered in Bellevue to focus on leading nonprofit organizations. Here are some highlights from that conference that may stimulate thought and discussion about your organization’s agility.]

During the recent 10^th Annual Nonprofit Leadership Conference Jan Masaoka, Executive Director of CompassPoint Nonprofit Services, used a “Candlestick” metaphor** to describe how nonprofits are being asked to be nimble and quick as they jump over raging fires. For example, nonprofits are being required to deliver programs guided by strategic alignment to well-crafted plans, projections and measurable quantifiable outcomes. Such requirements don’t reward nonprofits for being nimble and quick – the qualities needed to respond to immediate and changing community needs.

Masaoka observed that Leadership is “IN” as reflected through more than 100 university programs and a growing number of courses on the subject. Yet she also notices contradictions and extremes in messages about leadership. Here are four of them.

1) Who is defined as a leader – an external message contradicts an internal one. Externally the CEO “is the one who matters” as defined when one person is required to represent an organization. Yet, internally staff members are called on to “buy in,” to be team players. The message should be “anyone is a leader.” Encourage leadership skills in all.

2) More college students want to choose nonprofits as their future workplace (over for-profit & government employers) yet few want to be an executive director (ED). They see executive directors as stressed out and tired. So Masaoka advises helping the executive director be less tired and stressed so more people will want to be them. Look at leadership support more than leadership development. Look to financial support that will aid in filling the gaps the ED doesn’t have the capacity to fill.

3) Nonprofits are expected to be both good at marketing plans and to demonstrate abandoning our plans (to be adaptable). We are more than the one thing we start out to do and be. We are more than explicit outcomes.

4) One size and shape does not fit all. There’s a value in having both small and large organizations. Using the vehicle metaphor Jan described the benefits in the need to be agile and resilient.

a. A small organization like a small car is more maneuverable than a bus. Cherish the small organizations that can follow new routes easily.

b. At the same time buses are predictable just like larger reliable organizations. Don’t demand that they be as nimble as small organizations.

With the presence of these contradictions and the demands on nonprofit leaders, how can we make leaders more agile? Masaoka suggested the following:

· Obtain more core financial support from funders

· Build skill for all leadership levels in the organization

· Recognize that there’s a price to pay for leadership: you’ll receive criticism & be required to make unilateral decisions

· Look beyond the desire to be a leader. Look at what it means to lead a cause, to see positive changes in the world because of the work you do. Re claim the sector for social justice

· Invest in the future starting now. In the CompassPoint’s motto (An African Proverb)

“The best time to plant a tree is…

20 years ago.

the next best time is… NOW.”

Highlights from Nonprofit Leaders’ Panel: A Response to Jan’s Remarks

The panelists were: Michael Bisesi, Seattle University: Doreen Cato, First Place; Susan Trapnell, ACT Theatre; Anson Laytner, Multifaith Works

· View the future as an Oasis, not a Mirage; trust your instincts as you reach for the future.

· Leadership is not vested nor free from criticism; it is seeing what others are not seeing.

· Build communities we want to live in

· If leaders want someone to follow after them, they need to mentor.

About Board Leadership and the Board/Staff Relationship

Caution that staff does not view boards as a higher authority, but instead as partners with common purpose and complementary talents. There is a constant struggle in achieving an effective board; the key is the relationship.

About Competition for Donors

We need to accept that we as nonprofit organizations are competing for donors attention. The key is getting people’s attention. Nonprofits are the market place of ideas. Donors vote with their check book. Competition makes us better.

Advice to Future Leaders

Never assume that someone is smarter than you; instead assume that they know something you don’t know. Remember the relationships; build them.

Return to the front page of the July 2004 Observing Nonprofits [[[...click here.]]]

The Evergreen State Society
PO Box 20682
Seattle, WA 98102-0682
206-329-5640 :: info@tess.org

This site is hosted by eskimo.com