Many thanks to Annabell Samuel for this thoughtful review of my book on managing and leading nonprofit organizations. Review by Annabell Samuel- "Everything rises and falls on leadership." This is a famous quote by one of the world's renowned leadership authors, John Maxwell. While many people have come up with contrary opinions to this, we cannot overlook the place of leadership in the progress and success of any organization. There is a school of thought that a leader is the one in a position to direct and instruct people on what to do. There's another school of thought that a leader is the one who takes responsibility for the success of any organization. However, in "Managing and Leading Nonprofit Organizations," Paul Dann tries to find a meeting point for both schools of thought. In this book, the author carefully examines what it means to lead in a nonprofit organization. In his view, management and leadership are the same in organizational settings. He uses his 40 years of managing and leading different nonprofit organizations to drive home this point. He also shows the reader how to practice leadership, develop their leadership styles, work with a team, manage organizational change, and so on. I am a student of leadership, and I have read many leadership books. From my opening statements, it is clear that my favorite leadership author is John Maxwell. However, after reading this book, I have come to love Paul Dann's leadership perspective. There were so many things he said in this book that opened my eyes to many aspects of leadership that I had never thought about. For instance, he said, "Many authors argue that leadership and management are two distinct practices and as a result they should be explored separately. My view is contrary to this, believing instead that management and leadership exist together." He did not just say this because he wanted to contradict what many people already said. He spent time in Chapter 4 showing why he adopted that school of thought. I liked the realistic approach to the author's writing. He was not merely dishing out nuggets for the reader to meditate on. He used practical and relatable examples to back up his points. For instance, when he talked about the negative effect of not engaging employees in leadership roles in an organization, the examples he shared were relatable. Also, I liked the burst-pipe analogy he used to advise readers on how to read this book. Here's my candid advice: "When you get to the last page of the last chapter, don't be in a hurry to drop the book." After the references list, there's an appendix containing practical tools you can use to implement what you have read in the book. Trust me; you don't want to miss it. There's nothing to dislike about the book, so I rate it five out of five stars. I recommend this book to anyone who wants to become a better manager and leader in an organizational setting.
Paul L. Dann, PhD’s Post
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Why Merriam Webster’s 2023 Word of the Year Matters in 2024 The need for authentic human connection changed the essence of nonprofit leadership in 2023. Here’s what it means for you in 2024. Until recently, leaders did what we expected them to do. They made plans. They organized and evaluated our work. They solved problems…and provided answers. In 2023, however, as post-COVID isolation (work-from-home) and dependence on technology (Zoom) continued, nonprofit leadership became less about answers and more about what those answers mean…more about what anything means. “As the nature of work and our jobs evolves, deriving meaning and purpose from our work matters more than ever, even more than pay checks for many of us.” What Makes Work Meaningful?, Harvard Business Review, July, 2023 Merriam Webster’s Word for 2023 An emerging role for nonprofit leaders in 2023 was to align teams around shared values, helping stakeholders find meaning in the midst of uncertainty. This will only gain more importance in 2024 and require a new generation of leaders who are up to the challenge. If this new generation of leaders is to succeed, they will require two things – authenticity and the mastery of dialogue. First, it’s no coincidence that Merriam-Webster’s 2023 Word of the Year was authentic: the most important, non-negotiable leadership trait of all. Earning and proving authenticity is the foundation on which all other leadership success is built. Stakeholders demand it, yet the rapidly changing world we live in – a world of “deep fakes”, fake news, and AI – makes it harder than ever. Today’s leaders must navigate this treacherous divide. Second, the most potent leadership skill – and the best way to demonstrate authenticity – is the mastery of dialogue. True conversations of discovery and mutual understanding only happen in person, over time, and around shared values. Dialogue is a back-and-forth process of listening, questioning, and affirming. It is the means to meaning, and for those who honestly participate, the revelation of truth. It is the very essence of meaningful human connection. Sadly, for many reasons well-documented elsewhere, we are losing both the desire and the ability for such connection in our digital age; another daunting challenge for today’s leaders. My work in 2023 quickly evolved from fundraising and governance to helping leaders and their stakeholders discover what makes their work meaningful. Here, in a nutshell, is the most important thing I learned from this work: Make every encounter matter. - Meet face-to-face whenever possible - Build and honor authentic relationships - Know your own values and beliefs Once you do this, you'll be prepared to do what authentic leaders do best: help others find meaning in their own journey.
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Nonprofit Governance, Strategy & Impact Nerd 🤓 | Consulting, Workshops & Speaking
We do a particularly shoddy job of supporting nonprofit leaders around implementation work in the sector. We have a tendency to share important calls to action in the nonprofit sector, without providing the tools or resources needed to actually create change. Think about things like: decent work, evaluation, anti-racism, equity, accesibility, reconciliation, digital transformation . . . When we don’t support a pragmatic approach to on-the-ground implementation of big, important ideas, we don’t get very far. And when we let important calls to action fall into the dustbin of ‘flavour of the month’ concepts, we also risk contributing to disempowerment, disillusion, burnout, push-back, and often, the very real impacts of marginalization. We’ve all seen organizations embrace a ‘big idea’ call to action, fail to implement it effectively, and then move on to the next one. Why does this happen? I think there are two main reasons. 1️⃣ Marginalization and power dynamics. Often, those leading the call to action don’t have access to the power and resources needed to implement it. Those who do have the power and resources for implementation are frequently the last to jump on the bandwagon, and/or have a vested interest in letting the momentum of a big idea pass them by. 2️⃣ Complexity. It is difficult to translate big, abstract concepts into practice. And when practices are developed and shared, it is challenging to know how to adapt them to your particular context. And when you do adapt shared practices, it is tough to manage the complex process of organizational change. Nonprofit leaders have to find ways to navigate the complexity of translating, adapting, and managing complex change processes, often while navigating marginalizing power dynamics. Along with all of their other responsibilities. That’s a tall order! So how can nonprofit leaders implement big ideas in their organizations? 🎯 Be specific - It’s important be really specific about what you want to achieve, and why it matters. This is how you can build a bridge between the abstract concept (i.e. equity) and the actual changes you need to make. 🗺️ Map the context - Take a big-picture view of the people, patterns and structures at play in your organization. Look at the whole system from an individual, organizational and systemic lens to give you insight into opportunities to drive change. 🗓️ Make a plan - Identify the specific actions that you can take immediately, and over a longer period of time. Match each action with the intended outcome and required resources to check for feasibility. Share your plan for accountability and revise as needed. In the comments, share your questions and let me know if you find this approach helpful. If this sounds like something you’d like to explore in more detail, check out my upcoming workshop - link in the comments. #nonprofitleaders #nonprofitleadership #boardofdirectors #governance #equity #changemanagement
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Systems Convener | Executive Advisor | Succession Process Consultant | Mygrow Partner
Linda Milanowski-Westdorp recruiting one of the next Maestro-level leaders cohorts, offers this reflection: _________ After a full career in cross-functional business and change leadership, and now as a Senior Process Consultant, I’m activating a long-term desire to transfer skills into the nonprofit sector. At the same time, I’m simultaneously participating in a Maestro-level leaders cohort while recruiting and preparing to launch a cohort I will facilitate. If it’s time for you or someone you know to engage in a Maestro Level Leaders cohort, reach out to me at lmilanowski@designgroupintl. I’d love to hear your story of where you’ve been and what you’re pondering for what comes next, and see how we can partner to guide you and your organization through to the next chapters! My next chapter is what put me into nonprofit work. I’m currently onboarding as the part-time Transition Director for the Lakeshore Nonprofit Alliance (LNA), an organization whose focus connects West Michigan nonprofits with one another. They provide training, programs, and resources that enable them to thrive in fulfilling their respective and collective missions throughout the community. To aid my onboarding I’m tapping, and want to share with you, the Nonprofit Leadership Lab Lab filled with practical, approachable resources that help energize and provide focus primarily for Executive Directors and their boards. The founder, Joan Garry, along with her community of experts, takes a refreshing approach to equipping and aligning the Executive Director, board, staff, and donors around their common mission, thereby helping organizations THRIVE! Two of my favorite resources are “14 Attributes of a Healthy Nonprofit”, described across 5 categories: People, Money, Programs, Marketing, and Strategy, each with approachable descriptions of the current state from Messy to Thriving. And, Practical Advice for the Exiting Leader, the Board, Staff, and New Leader. Each resource aids in prioritization and impact of the first 45 days of leadership. So why am I sharing this? As you continue to explore what is out there next and specifically where you can add future value in your community, tune in to area nonprofits, there are many open board and Executive Director opportunities available – go visit, listen to their respective missions, their stories, notice what grabs your heart. Perhaps start with board engagement, and know there are resources to help you whether as a board member or, who knows, maybe their next Executive Director! https://buff.ly/45ceqSY #marklvincent #maestrolevelleaders #thirdturnpodcast #executivethinking #listeninghelpinglearning #successionplanning #processconsulting #societyforprocessconsulting
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Legs on Dreams Leadership Coaching: I help social sector leaders clarify priorities & build confidence to realize their dreams
WHAT'S BEHIND THE LATEST RESEARCH ON NONPROFIT LEADERSHIP? Echoing what my nonprofit management students and coaching clients describe, two recent studies paint a mixed picture of nonprofit leadership. BIPOC and white leaders alike are passionate about their work to solve important social and environmental issues, but often feel overwhelmed by their jobs. BIPOC leaders face additional hurdles. The latest Race to Lead report on the state of nonprofit leadership – released by Building Movement Project (BMP) early 2024 and based on 2022 research -- found: • BIPOC leaders report less board support compared to their white counterparts • Fewer people said they aspire to the top role, especially BIPOC professionals • Compared to BMP’s prior research, respondents reported more support was available to BIPOC leaders – peer groups, mentors, prof. development & coaching • Compared to white leaders, fewer BIPOC leaders said they planned to stay in their roles for 3 years The Chronicle of Philanthropy recently published findings from a survey of over 350 nonprofit executives. A May 7, 2024, COP article “A Really Tough Job: Nonprofit CEOs Work to Make Their Roles More Manageable,” reported: · 97% say the benefits of their jobs outweigh the negatives · 90% say they feel tremendous pressure to succeed in their roles · 88% say the demands on nonprofit leaders are never-ending · 58% say they struggle with work-life balance Probably most disturbing for the sector is the finding that a third of executives said they intend to leave their current organization in the next 2 years! Board members: Are you paying attention? Respondents to the COP survey mentioned the following leadership challenges: Read more...https://lnkd.in/g3ZR9nZk
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So Much of Advancement "Training" Is A Set Up Advancement is a representative function. Therefore, we shouldn't be training advancement practitioners to do what their organizations don't embody and don't back up - but we do. For instance, why train advancement practitioners to be better listeners if the leaders of the organizations they represent aren't committed to the same and aren't responsive to the hopes and concerns gleaned in listening exercises with current and prospective donors? Donors soon figure out only one part of the organization is listening - the one that wants their money. So, no matter how genuine the advancement practitioner, the organization comes across as humoring them in the name of fundraising. Those who do listen to donors know they want more evidence of impact but it isn't enough to train staff to stress that word or develop impact reports if organizational leaders aren't committed to building a stronger culture of accountability. Without that commitment, advancement practitioners are relegated to clamoring for evidence of impact and using whatever they can to create the facade of an organization devoted to making a greater impact. So, how much of donor disillusionment and advancement turnover can be traced back to leaders who expect advancement to get what they want for the organization by making promises, real and implied, that they have little or no interest in fulfilling? What is the point, then, of training advancement practitioners to show genuine concern, to be more empathetic, and to be better listeners if those attributes are not representative of the larger culture or its leaders? What I find even more questionable is advancement training focused on tactics and techniques designed largely for those engaged in direct fundraising. I characterize them as "sharpening the scythe" exercises, even as the philanthropic field to be worked shrinks in size and most of the grain is harvested well before its time. (And I think that metaphor is an apt way to describe that school of thought.) In healthy, high functioning organizations, we are asked to provide advancement training for boards, executive teams, service providers and advancement practitioners. The most effective training is that which unites an organization around core precepts from which action steps logically and consistently flow. It tells us that the organization is committed to modeling community within which will be highly predictive of its ability to extend community to what are traditionally seen as external stakeholders. Healthy organizations seek to build communities of shared purpose by minimizing distinctions like "internal" and "external." It's wonderful to see; it shows it can be done. But it's such a damn shame it's so rare in a sector that wraps itself in the high-minded cloak of philanthropy. In fact, "training," like fundraising, should be about facilitation, as defined below.
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Insightful post from Jim Langley. Thank you, Jim! I especially appreciate this perspective: "In healthy, high functioning organizations, we are asked to provide advancement training for boards, executive teams, service providers and advancement practitioners. The most effective training is that which unites an organization around core precepts from which action steps logically and consistently flow. It tells us that the organization is committed to modeling community within which will be highly predictive of its ability to extend community to what are traditionally seen as external stakeholders. Healthy organizations seek to build communities of shared purpose by minimizing distinctions like "internal" and "external."
So Much of Advancement "Training" Is A Set Up Advancement is a representative function. Therefore, we shouldn't be training advancement practitioners to do what their organizations don't embody and don't back up - but we do. For instance, why train advancement practitioners to be better listeners if the leaders of the organizations they represent aren't committed to the same and aren't responsive to the hopes and concerns gleaned in listening exercises with current and prospective donors? Donors soon figure out only one part of the organization is listening - the one that wants their money. So, no matter how genuine the advancement practitioner, the organization comes across as humoring them in the name of fundraising. Those who do listen to donors know they want more evidence of impact but it isn't enough to train staff to stress that word or develop impact reports if organizational leaders aren't committed to building a stronger culture of accountability. Without that commitment, advancement practitioners are relegated to clamoring for evidence of impact and using whatever they can to create the facade of an organization devoted to making a greater impact. So, how much of donor disillusionment and advancement turnover can be traced back to leaders who expect advancement to get what they want for the organization by making promises, real and implied, that they have little or no interest in fulfilling? What is the point, then, of training advancement practitioners to show genuine concern, to be more empathetic, and to be better listeners if those attributes are not representative of the larger culture or its leaders? What I find even more questionable is advancement training focused on tactics and techniques designed largely for those engaged in direct fundraising. I characterize them as "sharpening the scythe" exercises, even as the philanthropic field to be worked shrinks in size and most of the grain is harvested well before its time. (And I think that metaphor is an apt way to describe that school of thought.) In healthy, high functioning organizations, we are asked to provide advancement training for boards, executive teams, service providers and advancement practitioners. The most effective training is that which unites an organization around core precepts from which action steps logically and consistently flow. It tells us that the organization is committed to modeling community within which will be highly predictive of its ability to extend community to what are traditionally seen as external stakeholders. Healthy organizations seek to build communities of shared purpose by minimizing distinctions like "internal" and "external." It's wonderful to see; it shows it can be done. But it's such a damn shame it's so rare in a sector that wraps itself in the high-minded cloak of philanthropy. In fact, "training," like fundraising, should be about facilitation, as defined below.
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🌟 Just read a thought-provoking article on leadership and innovation in the nonprofit sector. Here are some key takeaways that really got me thinking: **The Role of Nonprofit Leaders** - Nonprofit leaders need a comprehensive set of skills that combine the best qualities of corporate-world "C-level" executives. - They must be storytellers, brand advocates, and crisis spokespersons in addition to being "big idea" people. **Emotional Competency in Leadership** - Effective leaders have a strong set of emotional skills, including self-awareness, self-regulation, motivation, empathy, and social skills. - These competencies allow leaders to choose appropriate leadership styles, adapt to situations, and elicit the best results. **Strengthening Nonprofit Functions** - Areas like board leadership, program evaluation, human resource development, financial management, and fundraising are essential for nonprofit sustainability. - Capacity-building services and nonprofit coaching can help strengthen these critical functions. **Collaboration in Nonprofit Management** - Nonprofit leaders are recognizing the importance of collaboration to leverage resources, increase efficiencies, and tackle complex social issues together. **Social Entrepreneurship** - Social entrepreneurs play the role of change agents in the social sector, focusing on creating long-term social value and systemic solutions. **Nonprofit Sustainability** - Sustainable nonprofits tie impact goals to financial goals and manage hybrid revenue strategies effectively. - Development of an explicit nonprofit business model and continuous decision-making are crucial for sustainability. This article really drove home the point that in the nonprofit sector, effective leadership, collaboration, and sustainability are key to creating meaningful social impact. Sometimes, the path to success in the nonprofit world can be compared to building a ship while sailing it — navigating challenges, adapting to changing conditions, and working together to reach the destination. What do you think? https://lnkd.in/dmWGsDPt
Answer Guide: Leadership and Innovation
https://cnmsocal.org
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Helix: Navigating Nonprofit Leadership Challenges, Embracing Success The Challenge: Learning from Legacy Helix Human Services, with a legacy spanning over a century, faced a critical leadership juncture. John Pappas, head of the board of directors and deeply connected through generations of family history with Helix, identified the urgent need for operational and financial improvements. The challenge was not only organizational but carried the weight of Helix's historical significance to the community. The Opportunity: Pivoting to the Future Turning to Interim Executive Solutions (IES), Pappas sought guidance for a seamless transition from the former executive director to new leadership. The collaborative effort with IES aimed to address both operational and financial challenges within the organization, both of which were prohibiting Helix’s growth and expansion of its mission. The opportunity lay in leveraging the extensive network IES offers and finding the finite expertise needed to navigate a complex transition, ensuring Helix's continued success while honoring its rich legacy. The Solution: The IES Network and Pinpoint Expertise A key player in this transformative journey was IES Associate Bruce Skyer, a successful nonprofit executive with extensive experience in many critical growth areas, which included finance and operations—both critical to Helix’s pivot. Skyer’s decision to transition to the interim executive space underscored his commitment to leveraging his expertise for Helix's benefit. His strategic acumen and problem-solving skills became instrumental in laying the groundwork for a successful leadership transition. The strategic interim placement was driven by in-depth finance and organizational strategy work, both aligning with Helix's mission and their commitment to the community. The Results: A Refocus on the Mission Skyer’s integral role in supporting the board of directors and addressing organizational needs demonstrated the ethos of people helping people, mirroring Helix's core mission. Mark Paglia, assuming the executive director role, seamlessly continued the journey guided by Skyer’s strategic pathway. The ongoing collaboration beyond the transition period showcased the enduring impact of IES. Pappas expressed satisfaction, stating, "IES provided the expertise needed to navigate this crucial moment for Helix. We are better off as an organization because of their, Bruce, and Mark’s work." The relationship between IES and Helix stands as a testament to transformative power of professional interim leadership, with the results reflected in sustained impactful leadership and a foundation for positive change. Download or share this case study here: https://lnkd.in/d-nfZU57
IES-Helix-Case-Study.pdf
interim-exec.org
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As a nonprofit CEO, five key priorities must be part of your daily routine: ➡️ Connecting with stakeholders - Whether it's donors, volunteers, staff, or the people you directly serve - meaningful relationships are crucial. Effective leaders make time every day for in-person check-ins, phone calls, or emails with key stakeholders to understand how they can better support their mission together. ➡️ Analyzing data and metrics - It's important to understand how your programs and campaigns are performing so you can optimize. Effective leaders dedicate time each morning to reviewing metrics like website traffic, fundraising numbers, program participation, etc. This helps identify what's working well and where improvements can be made. ➡️ Strategic planning - Nonprofits need clear strategies and goals to guide their work. The most effective leaders set aside time every day to focus on strategic planning. This helps them stay on top of priorities and anticipate challenges or opportunities down the road. ➡️ Communicating openly with your team - As the leader, it's critical to communicate openly with your team about priorities, challenges, and successes. The best leaders try to end each day by touching base with their direct reports to align efforts and get their perspectives. ➡️ Furthering your own professional development - The nonprofit landscape changes constantly, so we must adapt. The most effective leaders dedicate at least one hour each evening to reading, listening to a podcast, or taking an online course to expand their knowledge on topics like the latest fundraising trends, leadership skills, or issues affecting their community. However, with limited human resources, it can be a challenge to fit it all in. That's where leveraging a virtual team can help you "do more with less." Yes, you can maximize your impact while working within human resource constraints. For example, by automating routine reporting and outsourcing non-essential functions, you free up bandwidth to focus on high-level strategic initiatives. Weekly updates and mobile-friendly policies keep remote workers engaged so your organization can continue operating seamlessly. Empowering collaboration across departments optimizes everyone's skills. Here are some ways The CEO Squad is helping our clients implement strategies like these. From technology that strengthens connections to automated processes that deliver insights at your fingertips, our virtual solutions are designed to support the important work of nonprofit leadership even with lean human capital to dedicate to operations or administration. We hope these ideas inspire you to stretch your resources further so you can guide positive change within your community. Connect with us to see if our squad is a fit to become YOUR squad. https://yourceosquad.com/
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NONPROFIT LEADERS! 📢 Raise your hand if you dream of being in perfect sync with your development director and your board. 🙋🏾♀️ Or do you wake up screaming because that seamless alignment is so much easier said than done? Dreams can come true - with an experienced executive assistant - the unsung hero who keeps the leadership team humming like a well-oiled machine. As someone who has worked as and with nonprofit leaders for years, I can attest to the invaluable role executive assistants play in facilitating harmony at the highest levels. Here are 5 key ways they create leadership synergy: 👇🏾👇🏾 1️⃣ Calendar Wizardry 🪄EAs are masters at juggling complex schedules with precision and finesse. They optimize the CEO's time, ensure fundraising efforts are properly staffed, and integrate board members' input seamlessly. From recurring check-ins to last-minute strategic meetings, they make it all happen without breaking a sweat. 2️⃣ Information Conductors 🚂 Like skilled conductors, executive assistants choreograph the flow of critical information across the leadership team. They synthesize data into digestible briefings, compile comprehensive reports, and ensure everyone operates from a unified base of knowledge to drive the organization's mission. 3️⃣ Proactive Problem-Solvers 🧩 Top-notch EAs don't just react to fires – they prevent them from igniting in the first place. They anticipate roadblocks, smooth over communication gaps, and implement systems to head off issues before they derail productivity. This proactive approach keeps leaders focused on big-picture goals. 4️⃣ Relationship Architects 🫱🏼🫲🏾Through a deep understanding of each leader's communication style, executive assistants foster strong working relationships between the CEO, development director, and board. They facilitate open dialogue, ensure all voices are heard, and cultivate an environment conducive to collaboration and innovation. 5️⃣ Cultural Ambassadors 🫶🏾 At their core, EAs are the heartbeat of an organization, embodying its values in every interaction. They set the benchmark for professionalism, maintain confidentiality, and nurture a positive workplace culture. This inspires trust and fosters leadership alignment as a united front. When the CEO, fundraising director, and board operate in such exquisite synchronicity, the impact is nothing short of magical ✨💁🏾♀️. Programs flourish, fundraising soars, and communities are transformed. If your nonprofit is missing that special spark of leadership synergy, reach out to me! It may be time for my team to bring some harmony to your team. #NonprofitLeadership #ExecutiveAssistants #TeamworkMakesTheDreamWork #NonprofitImpact #LeadershipSynchronicity #Outsourcing #DoubleDownOnStrengths
Advising Specialist at Jefferson College Clifton Strengths: Context | Learner | Input | Connectedness | Intellection
1moPaul L. Dann, PhD I wholeheartedly agree! I use your book as a reference quite often these days.