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Domus
Leadership Training 2014
Session #1
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.
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Agenda
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Introductions
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Nonprofits 101 (1.5 hours)
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Title
What would you like to get out of this series? At the end, what will
be different in your work life?
What does nonprofit mean?
What is the role of the board of directors?
What is the role of staff?
Leadership (1.5 hours)
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Effective & creative leadership
Leadership styles
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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.
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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.
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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
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Before acquiring tax-exempt
status, you need:
 Board
of Directors
 Mission
Statement
 Program
Outline
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Nonprofit Structure
Board of
Directors
Administration
Programs
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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.
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Legal Requirements
Duty
of Care
Duty
of Obedience
Duty
of Loyalty
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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.
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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.
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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.
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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
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Management Responsibilities
Plan
Control
Organize
Management
Functions
Delegate
Coordinate
Command
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Management/Administrative
Positions
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Executive Director
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Financial Management
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Resource Development
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Volunteers
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Marketing & Communications
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Human Resources
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Information Technology
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Facilities
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Difference between governance &
management
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Management = Operations
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Board = Oversight & Strategy
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Quiz – Board or Management
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Approving annual budget
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Strategic planning
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Management
Hiring the auditor
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Both
Hiring the CFO
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Board
Board
Determining mission
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Board
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Programs
A predefined set of activities designed
to achieve a stated set of goals &
objectives.
-- Netting, Kettner & McMurtry
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Organizational Chart
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Organization 1
Board of
Directors
Executive
Director (.75)
Director of
Volunteers
(.50)
Volunteer
Tutors (8.0)
Social Worker
(1.0)
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Organization 2
Board of
Directors
Executive
Director (1.0)
Director of
Finance &
Administration
(1.0)
Director of
Social Services
(1.0)
Office Manager
(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)
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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)
VP of Development
(1.0)
Director of Human
Resources (1.0)
Director of
Marketing &
Communications
(1.0)
Director of
Foundation &
Corporate Relations
(1.0)
VP of Programs (1.0)
Director of Annual
Fund (1.0)
Data Entry (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)
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Excellence Today
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2014 Focus
 Leader
 Accountability
 Impact
 Outcomes
 Planning
 Return
on Investment
 Evidence
Based Practice
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LEADERSHIP
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Peter Drucker
“Only three things happen
naturally in organizations; friction,
confusion, and underperformance.
Everything else requires
leadership.”
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LEADERSHIP EXERCISE
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Leadership v. Management
Management
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
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Non-Profit Leaders Must
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Have vision
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Focus on effectiveness
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Cultivate culture of financial awareness and stability
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Embrace competition
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Engage stakeholders
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Maximize technological capacity
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Build and sustain an effective board
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Value & manage diversity
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Core Skills of Effective Leadership
1.
Vision
2.
Discrimination
3.
Strategic Thinking
4.
Commitment
5.
Communication
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Internal v. External Competencies
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Nonprofit Leadership
Competencies - Internal
 Planning
 Program
Development
 Financial
Management
 Human
Resources Management
 Visioning
 Board
Management
 Evaluation
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Nonprofit Leadership
Competencies - External
 Fundraising
 Marketing
 Community
 Advocacy
 Policy
Relations
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Leadership Styles Survey
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Leadership Styles
Authoritative
Political
A
B
Tells
Sells
Evaluative
C
Tests
Participative
Laissez-faire
D
E
Consults
Joins
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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.
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Leading Today
1.
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. Funders
2. Board
3. Staff
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The Army’s Leadership Principles
1.
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.