Nonprofit Seminar: Developing Leadership

Steve SmithGraduate Lecturer

MS Leadership & Nonprofit Managementste.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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Time for Reflection

• The concept of “mindfulness:” Getting in the moment.

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Self-Introductions

Please Introduce Yourself

Your NameCurrently affiliated (staff or volunteer) with a Nonprofit?

If “yes,” your RoleAre 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

• 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

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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

• 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

• 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)• 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

• 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?

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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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