Volunteer Leadership and Organization Sustainability

Leading for Success

Leadership Now - We must become the change we wish to see in the world. " Mahatma Ghandi.

A vision and an ability to inspire others

A passion for what you and your team are doing

A person someone wants to follow

A person who can adapt, try new things and learn from mistakes

A person just like you

Great Leadership Begins with -

Leading Isn’t Always Easy

C H A N G E

1. Develop a positive climate for change2. Encourage an interest in improvement3. Show people how change can help them4. Help people increase their competence5. Involve people in change decisions6. Relate the change to their values7. Develop a value for teamwork8. Avoid direct confrontations with people9. Debates are risky10. Don’t react emotionally11. Avoid inadvertent mistakes12. Concentrate on factors within your control

12 Step Program on Introducing Change

Introducing Change

In a volunteer setting, a leader may wish or need to influence participants to:

1. Increase their commitment toward a goal

2. Influence the outcome of a decision

3. Increase pressure to get something done

4. Gain support for a specific project

Influence: The Essence of Leadership

Influence Tactics

Outcomes of Influence Attempts

1. Resistance – avoids, ignores or actively resists

2. Compliance – accepts but apathetically or unenthusiastically

3. Commitment – agrees with decision/influence and is enthusiastic – the response is positive not because they have to but they want to

Power Use ModelHard/Push Soft/Pull

Less Choice ThoughtfulStrain relationship More latitudeQuicker results Garner support

The Art of Influence & PersuasionRule #1 Prepare and Plan

Pay attention to the smallest details

Rule #2 Listen and WatchThink Big Ears…. Big Eyes….. Small Mouth….

Rule #3 Create a sense of reciprocityDo under others….

Rule # 4 Decisions are all about emotionsWhat we won’t do to avoid pain….

Rule #5 Persuasiveness is about integrityDeceit is transparent…..

Let’s Practice

1. TACTICS• What influence tactic(s) would be the most

effective?• What influence tactic(s) would be the least

effective?• What is the objective of the influence?

USE HANDOUT ON TACTICSPOWER USE MODEL

2. INFLUENCE• Remember the 5 rules - which one(s)

were most helpful in your delivery/response?

The Art of Persuasion

• Create Work Plan

What plan(s) do you have in place to keep your program going if a key member leaves?

Do you know what plan(s) you should have in place?

Identify key areas that could be a land mine

Identify what is needed to remove the risk

Identify people and or processes required

Challenge - Retiring Volunteers & Risk

Creating a Work Plan(con’t)

• Succession Planning Checklist for Volunteers Do you have written policies and procedures that could be easily followed?Do you share best practices with other volunteer groups? Is your current system working? Do you have a mentorship program to grow younger volunteers as leaders? Do you delegate responsibilities to help reduce level of risk? Do you use technology and/or engage skills based volunteers to help? How will you help make the next person successful?

What is Staff Succession Planning?Staff Succession Planning is an organization’s plan and process:

to identify and secure the necessary talent to ensure continuity in key positions; and,

to develop and retain that talent for the future.

There are two types of Staff Succession Planning:

The Board’s chief responsibility is to replace and integrate the new CEO/Executive Director.

The CEO/Executive Director’s responsibility is to replace key direct reports and other leaders in the organization.

Why Implement Succession Management?

CEO/ED Position

• It is the Board’s most critical imperative for an organization’s current and future growth. Via a Succession Planning process, Boards align around the description of functional and leadership responsibilities of the CEO/ED, and then develop and/or choose an outside successor for that critical role.

Organization

• Succession Planning allows for the planning of what is needed in key roles, and management of that talent to develop leadership at all levels of an organization meet those challenges.

Why Create a Succession Plan?

Where Do the Levels of Succession Planning Exist?

CEO

COOWarehouse

Operations

Director

CFO

Director of

Accounting

SVP Marketing

Communicati

on Directo

r

SVP HR

HR Directo

r

Board of Directors

CEO/ED Position

Organization

What kind of business environment are we going to be in?

What leadership do we need in the future?

What leadership capability do we have now?

What leadership potential do we have for the future?

What action plans will help us realize our leadership potential?

What can we do better in the above process?

What Questions Does Succession Planning Answer?

Where is Succession Planning Within Talent Management?

A Talent Management Process typically includes everyone and everything in terms of people management: defining job descriptions, identifying people for hiring (and firing) (including those who are not in leadership roles), setting annual goals, employee relations, conducting annual performance reviews, giving promotions, assigning titling, and setting compensation and benefits.

Succession Planning is the process of totally managing your succession needs for leadership roles within your Talent Management system. The Succession Planning process is the identification and planning for key roles, and also includes the overall development of all talent within your system.

TALENTMANAGEMENT

EMPLOYEE

RELATIONS

ANNUALGOAL

SETTING

SUCCESSION

PLANNING

PERFORMANCEREVIEW

S

TITLES & ORG.DESIGN

COMP&

BENEFITS

HIRING &

FIRING

JOB DESCRIPTIONS

SUCCESSIONPLANNING

COMP. & BENEFITS

SYSTEM

PERFORMANCEEVALUATION

PROCESS

ORG. DESIGN & JOB

DESCRIPTIONS

ANNUALGOALS

CURRENTSTRATEGY

Other Succession Planning Dependencies

Succession Planning helps you to choose leaders more effectively in your organization.

Therefore, you need to have a defined mission & vision, a strategy, agreed upon annual goals, and an organizational design to support it all before you choose leaders responsible for execution.

If these operational elements are not current, you also will find it difficult to define what skills you need to lead your organization, or how you expect people to lead.

Succession Planning is dependent upon other functioning operational elements in your organization, including some Talent Management elements.

Essential Elements Required Prior to starting Succession Planning

MISSION & VISION

CEO

COO

Warehouse Operations Director

CFO

Director of Accounting

SVP Marketing

Communication Director

SVP HR

HR Director

Ready Now: Dir. Of Accounting

Ready 1-2 Years: None, Ext. Search

Board of Directors

CEO/ED Position

Organization

Ready Now: COO

Ready 1-2 Years: SVP Marketing

Ready Now: None, Ext. Search

Ready 1-2 Years: Warehouse Operations

Ready Now: Dir of Purchasing

Ready 1-2 Years: Dir of Logistics

Ready Now: Communications Director

Ready 1-2 Years: Dir of Development

Ready Now: Accounts Payable Clerk

Ready 1-2 Years: None, Ext. Search

Ready Now: None, Ext. Search

Ready 1-2 Years: HR Director

Ready Now: HR Benefits Manager

Ready 1-2 Years: HR Payroll (share with Admin)

Ready Now: None, Ext. Search

Ready 1-2 Years: Media Relations Mgr.

All internal candidates for positions have developmental plans to help them get ready. If there are no internal candidates, the organization is prepared to conduct an external search. People can also be developed for more than one role.

Be Prepared For Unforeseen Circumstances!

Build a “Leaderful” Organization Through Succession Planning

Two Handouts:

Building Leaderful Organizations – Succession Planning for Nonprofits

Sample Emergency Succession Plan

• Energize Inc.www.energizeinc.com

• ePhilanthropyFoundation.orgwww.ephilanthropyfoundation.org

• e-volunteerism.comwww.e-volunteerism.com

• Hands On Networkwww.handsonnetwork.org

• Idealist.org: Action Without Borderswww.idealist.org

• Independent Sectorwww.independentsector.org

• Volunteer Match.org• www.Volunteer2.com• http://perrydavis.info/2011/09/19/the-

art-of-influence-and-persuasion/

• National Service Resource Centerwww.nationalserviceresources.org• Network for Goodwww.networkforgood.org• Service Leaderwww.serviceleader.org• ServeNetwww.servenet.org

• Students in Service to America Guidebook http://www.studentsinservicetoamerica.org/guidebook/index.html

• http://ezinearticles.com/?12-Steps-to-Introducing-Meaningful-Change-in-Your-Group-Or-Organization&id=2074759

• Talent Intelligence. http://www.talentintelligence.com/succession-intelligence/

Volunteer Resource Guide