a new look at executive and trustee leadership
DESCRIPTION
My first stab at what is becoming my dissertation topic.TRANSCRIPT
A New Look at Executive and
Trustee Leadership
Michael E. Guillot, M.Ed., CFRE
Leading a Nonprofit Organization
• Executives
• Trustees
• Relationships
• Roles
• Accountability
• Stewardship
• Legal and Financial
• All leading us to wonder…
…who’s in charge of this mess?
• Undefined roles
• Unrealistic expectations
• Unclear responsibilities
• Uninformed decision making
• Uninspired fundraising
• Unknown research
• Unresolved issues
• That then lead us to…
… an incredible opportunity!
• Perhaps there is some good information out there.
• Perhaps there are still some people willing to do these jobs of leading.
• Perhaps our organization can do it differently.
• Perhaps I can think about this work in a different way.
• That just might lead us to…
…some truths.
• We don’t really know much about this work.
• What we think we know is based on mythology and hand-me down legends.
• We cannot sustain the role of the sector by doing the same things.
• We have among us all we need to be successful.
• It will just take…
…change!
• Executives and trustees have to behave
differently, so …
• Organizations can sustain their critical missions
to the people we serve, in order that …
• Our communities can find new ways to solve our
problems and seize upon emerging
opportunities, because …
• This sector is the world’s best hope to build a
true civil society.
Leadership Studies
• The talk has been around for a while.
• The research and study is fairly new.
• There is absolutely no agreement on what
leadership is or how to give it to
somebody.
• There is general agreement that
leadership matters, we’re just not sure
exactly how or why.
General Theories of Leadership
• Traits
• Skills
• Style
• Situational
• Contingency
• Path-Goal
• Leader-Member
Exchange
• Transformational
• Team
• Psychodynamic
• Gender
• Cultural
• Ethical
• Servant-Leadership
But most of this is not leadership at all, it’s really…
Management.
An authority relationship between at least
one manager and one subordinate who
coordinate their activities to produce and
sell particular goods and/or services.
When we are worrying about complexity, we
are “managing” our organizations, but we
are called to lead. Consider…
Leadership
An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.
So, what can we take from this information about leadership that can be of help?
In the Independent Sector…
• We are called to find new models for leadership that reflect our purposes and structure.
• We are challenged to find new ways to develop executives and trustees who can act as managers and leaders.
• We are empowered to transform our communities by the unique values of our missions of service.
What We Think We Know
• Leadership can be learned.
• Executives in non-profit organizations are
facing unprecedented pressures.
• Trustees are ill-prepared for their vital
roles.
• The Independent Sector will continue to
grow in importance in our communities
and our world.
Learning Leadership
• Value the uniqueness of the sector
• Beware of business models and strategies
• Seek multi-disciplinary ways of
approaching our management and
leadership issues
• Seek a graduate program that makes
sense for your life and your passion
• Make your own path
Executive Development
• The shortage of qualified individuals will approach crisis level
• Recruiting and supporting managers will be the most important function for the next ten years
• Executive compensation must be increased
• Relationships with trustees and community leaders are most important
Trustees as Servants
• Hold a charter of public trust
• Lead, but do not administer
• Should be initiating, not reacting
• Information is the key to restructuring the trustee role
• Need as much training and support as executives
• Reform the nature of the executive-trustees relationship
A Table for All of Us to Meet
• Some problems and opportunities are just too big for any one of us.
• Trusteeship and community engagement is the unique role of our sector.
• We can build the meta-community where representatives of all sectors can sit down and talk.
Knowing all of this is just fine,
but how can we move forward?
Small Steps
• Executives can move from managing to
leading.
• Trustees can develop initiatives reflective
of new roles.
• Organizations can to build a gathering
table for our communities.
• Fundraisers can make sure philanthropy is
the conversation.
Leading not Managing
• Find someone to be “second in command”
• Connect with community leaders through
personal and active engagement
• Create a professional speaking
presentation that does not talk about your
organization
• Lead the board and the staff
Initiating not Reacting
• Be critical
• Be open to change
• The enemy of great is good
• Yell and scream for what you need to know
• Compensate your executive above sector averages
• Manage community relationships with informed passion
Collaborating not Competing
• Believe in abundance
• Explore alliances with higher education
• Establish and sustain personal
relationships with media representatives
• Use planning as a tool for engagement of
civic, religious, and community leaders
• Get a government grant (or get another
one)
Investing not Giving
• Don’t ask anyone to “give” you money
ever again
• Calculate in as many ways as possible
your ROI (return on investment)
• Let your passion guide your
conversations, forget about technique
• Help every person understand how your
organization’s work changes their lives
What Success Might Look
Like
Success…for all of us
• Citizens see us as a resource
• Executives are rewarded for their
leadership
• Trustees fulfill a vital role for the sector
• Decisions are based on information that
comes from a growing body of knowledge
• We can all count the problems solved or
aspirations realized because of our work
Success…for you
• What small change can you make in the
way you behave as an executive?
• What small change can you make in the
way trustees engage each other in their
work?
• How might you generate philanthropic
support differently with an investment
mentality?
A Final Thought
When we think of all the money raised to
build buildings and increase
endowments, might it not be time for us to
invest some of those resources in what
might be the most important “capital”
campaign before us, the campaign for the
intellectual and human capital needed to
lead our sector for this new century.
A New Look at Executive and
Trustee Leadership
Michael E. Guillot, M.Ed., CFRE