Nonprofit Seminar: Developing Leadership
Steve Smith
Graduate Lecturer
MS Leadership & Nonprofit Management
ste.smith@neu.edu
Workshop Outcomes
1. Develop understanding in building leadership capacity in
individuals, teams, and various organizational levels.
2. Compare/contrast use of leadership development strategies
at different levels of the organization.
3. Analyze how coaching tools can help build trusting
partnerships leading to enhanced productivity.
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ME
Staff &
Volunteers
The
Nonprofit
4
Time for Reflection
• The concept of “mindfulness:” Getting in the moment.
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Self-Introductions
Please Introduce Yourself
Your Name
Currently affiliated (staff or volunteer) with a Nonprofit?
If “yes,” your Role
Are You a Leader?
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What is it that defines a “Leader”?
• If people follow, is that a “leader”?
• Is a “leader” always directing people to do things?
• Does there need to be a “fear factor” for a person to quality
as a leader?
• In the workplace, why don’t we elect leaders?
• The Extraordinary Leader
John Zenger and Joseph Folkman
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Concept: The Leadership Tent
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At the center: CHARACTER
PERSONAL CAPABILITY
FOCUS ON RESULTS (impact)
INTERPERSONAL SKILLS (effective
communicator)
• LEAD ORGANIZATIONAL CHANGE (beyond the
status quo)
Zenger & Folkman, The Extraordinary Leader 8
The Sixteen Competencies Part I
• CHARACTER
High Integrity and honesty
• PERSONAL CAPABILITY
Technical and professional expertise
Solving problems and analyzing issues
Innovation
Practicing self-development
• FOCUS ON RESULTS
Stays focused on the task(s) at hand
Establish stretch goals
Take responsibility for outcomes-initiative
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The Sixteen Competencies – Part II
• INTERPERSONAL SKILLS
Communicates powerfully and prolifically
Inspires and motivates others to high performance
Builds relationships – trust - approachability
Develops others
Collaboration and Teamwork skills
• LEADING ORGANIZATIONAL CHANGE
Develop strategic focus
Champions change
Connects the work inside the organization with the external world
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An Exercise in Identifying Leadership Qualities
The Case of the Emerald Necklace Bike Tour
And the Emphysema Foundation
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Variability in Leadership Style
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One style does not necessarily fit all.
Steve Jobs at Apple. Bill Gates at Microsoft.
Ray Kroc at McDonalds. Harland Sanders at KFC.
Mark Zuckerberg and Facebook (2004).
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Leadership Effectiveness Percentile
• Leaders who score high in effectiveness generally are getting
highly desirable results from the organization
• Leaders in the 70th, 80th, 90th %ile achieve measurably better
results than those in the 30th, 40th, 50th
• The employee-customer-profit chain
• Higher % of highly committed employees at companies
where leader effectiveness is at upper performance end
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Effective Leaders Always Have a Plan
• Ingredients of the Plan
Goals, Objectives, Timeline, Budget, Who is Responsible,
Strategies, Evaluation
• Keys to Effective Action
Communication with Stakeholders, Clarity on tactics,
Clarity on “What is different?”
• Commitment of Resources
Do people carrying out the tactics for this strategy have
the resources necessary to get the job done?
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Evaluation is Critical to Success
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What are the benchmarks?
Do we use Lead Indicators to mark progress?
What is the “check-in” process?
Do we debrief at the end?
Or, in ongoing projects, can we tweak our steps of check-in
indicates we’re not on track?
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A Few Fatal Flaws that Screw Up an Organization
• Not inspiring due to lack of energy and
enthusiasm
• Accepting mediocre performance in place of
excellent results
• Lack of clear vision and direction
• Loss of trust stemming from perceived bad
judgment and poor decisions
• Not a collaborative, team player
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Conflict Management vs Conflict Resolution
• Is it all about difference? Yin Yang
• Levi Dimensions of Conflict
1. Distribution (my own outcome)
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2. Integration (outcome of others)
• The Five Approaches to Conflict Resolution (p 131)
1. Avoidance
2. Accommodation
3. Confrontation
4. Compromise
5. Collaboration
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Committing to Continuous Improvement
http://outsourcing.about.com/od/GlossaryC/g
/Continuous-Improvement.htm
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Coaching the Coachable
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Importance of employee engagement, commitment
Back to “continuous improvement”
Engagement > Improvement > ^ Productivity
Douglas McGregor: Theory X and Theory Y
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Establishing an Internal Coaching Culture
• Leaders will more quickly agree to be a Coach
than to receive Coaching
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What are the Take-Aways?
1.
2.
3.
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Coaching: How to Deliver?
• Learning to Coach vs. “Advise”
• Putting off for tomorrow what needs to get done today
• Allocating time for Coaching vs. _______________ (fill in the
blank)
• Educated risk-taking vs. fear of failure
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