creating an exceptional fundraising leader profile€¦ · prioritisation being curious and playful...
TRANSCRIPT
Creating an Exceptional Fundraising Leader Profile
#IOFScotConf2018 Tuesday, October 2nd, 2018
Paula Louise Dixon & Linda O’Donnell
Creating an Exceptional Fundraising Leader Profile • 3 segments:
1. Rationale, background,
research and findings
2. Implications:
Recruitment and
Leadership development
in the Third Sector
3. Masterclass
1) Background, Research, Rationale & Findings
Following this masterclass, you
should:
Understand Project Nexus
Consider how it applies to you?
What is Project Nexus?
• Is a charity leader profile is unique?
• If so, so what?!
• Used Lumina Spark Tool
• UK sample
• Focus on Leaders
• Invitation & Confidentiality assured
• Analysed
Background & Research • Questions around ‘heroic’ CEO (Bligh, 2016)
• US-centric focus
• Rogare: Is fundraising a profession? Does it matter?
• Commission on Donor Experience (CDE) Donor Focused Leader should focus on purpose, people and culture (Woods, 2017)
• ‘Quality’ of Third Sector Leadership will shape life chances and experience of all citizens (Taylor, 2014)
• Occupational Psychology lens
•
Background & Research
• Adapting for-profit to Third Sector? (Taliento & Silverman, 2005)
• Innovative metrics to monitor performance
• Effective with limited resources
• Fostering teamwork (Johnson, 2012)
• Issue with ‘cut and paste approach’
• Distinct skills and behaviours needed resulting from working with multiple stakeholders (Hopkins, 2016)
Rationale
• Leadership skills gaps (Clark, 2007)
• Call to explain what leadership means in Third Sector (Kearns, Livingston,
Scherer & McShane, 2015)
• Masculine models – directness and bottom line focus (Dale, 2017)
• Need to focus on UK
• Transformation Leader (TL) approach is complementary (stakeholders)
Our Findings…
The Lumina Leader Model
Focus is on constant development,
inspiration, strategy and innovation.
Involves attending to the complex
external influences that impact the
current and future directions of the
organisation. It’s thinking for the
long term, seeking out, and
capitalising on new possibilities.
Compatible Traits
• High levels of abstract thinking
• Is stimulated by variety, novelty and new experiences
• Bold and confident in their ideas
• Likes pushing boundaries and challenging status quo
• Instinctively sees possibilities where others see risk
• Comfortable with ambiguity and big picture thinking
Leading with Vision
Focus is on pushing things
forward. It centres on personal
drive, influencing others,
delegating effectively and pushing
the team to excel. Leaders with a
lot of energy in these qualities can
be very focused and convincing,
communicating in a clear and
direct fashion.
Compatible Traits
• Enjoys persuading others
• High energy levels and fast-paced approach to life
• Comfort taking responsibility for group decisions
• Strong minded, confident and assertive
• Not afraid of conflict and making tough decisions
• Competitive and results driven
Leading with Drive
Focus is on commitments and
objectives. Involves attending
to the ‘here and now’. What
needs to be done in the short-
term. Thinking through the
details, processes and
execution of activities to
achieve results.
Compatible Traits
• Naturally attentive to details
• Methodical, organised and persevering
• Respects process and values the tried and tested
• Natural desire to create structure out of
ambiguity
• Places high value on delivery and output
• Proactive and solution focused
• Strong goal-orientation
Leading to Deliver
Focus is on open communication,
interpersonal understanding, coaching
and collaboration. It can be seen in
leaders who utilise their team’s strengths
in a collaborative and effective fashion.
By putting their focus on these qualities
leaders can build rapport and create
strong teams.
Compatible Traits
• Empathetic and natural inclination to see others’
perspectives
• Agreeable and easy to get along with
• Wants to build win-win outcomes
• Naturally collaborative
• Dislikes conflict
• Naturally diplomatic
Leading through
People
The Lumina Leader 16 competencies aligned to Spark model
Win-Win Partnering
Interpersonally Astute
Coaches and Develops
Others
Integrity and Trust
Calm under Pressure
Data Gathering
& Analysis
Planning and Follow-
Through
Holds Self and Others
Accountable
Passion for Learning
Inspires & Energises
Others
Strategic Thinking
Champions Innovation
Strives for Excellence
Provides Clear Direction
Drive and Determination
Purposeful
Argumentation
Top 5 Qualities
Bottom 5 Qualities
Top 5/bottom 5 Rated Nexus Leader Competencies
Top 5 Rated Overextended Nexus Leader Competencies
Addicted to Learning
Strategic Dreaming
Eternal Optimist
Mad Inventor
Hard Taskmaster
Autocrat
Workaholic
Devil’s Advocate
Overly Tactful
People Pleaser
Compulsive Coach
Self-Sacrificing
Appears Disengaged
Analysis Paralysis
Planning Obsessed
Strict Enforcer
Top 5 Overextended Qualities
How do our Nexus Leaders compare?
Lumina Leader Cohort Splash The Nexus Leader
Lumina Splash of a Nexus Leader Top 5 Qualities
Bottom 5
Qualities
Overextended qualities of a Nexus Leader
Top 5
Overextended
Qualities
2) Implications
Following this segment, you should:
Understand implications for
recruitment and leadership
development
Know how to incorporate the
Nexus leader profile into your
recruitment approach
Think about your potential
development goals
Implications for Recruitment
• Simple to incorporate into recruitment process
1) Build into role profile (JD/PS) e.g. • Comfortable with making decisions
• Sees actions through to completion
• Makes decisions based on fact
• Involves others in decision-making processes
• Strives to exceed expectations
• Meets obligations and objectives
• Tough – argues forcefully, comfortable with conflict
• Purposeful – sets ambitious goals and works diligently toward them
• Collaborative – team player with a win-win mindset
• Logical – objective and rigorously applies reason
• Reliable – disciplined and meets commitments
Implications for Recruitment
4) Tasks – group activity to achieve a specific aim e.g. collaboration, role play etc.
5) Build a talent pipeline • move away from ‘all-knowing leader’
• consider mentoring women leaders (Nank, 2011)
• Tough – argues forcefully, comfortable with conflict
• Purposeful – sets ambitious goals and works diligently toward them
• Collaborative – team player with a win-win mindset
• Logical – objective and rigorously applies reason
• Reliable – disciplined and meets commitments
Boyatzis Theory of Self-Directed Learning
Implications for Leadership Development: Psychological Focus
LIMITED MONEY
ROGARE CRITICAL FUNDRAISING REPORT SCOTLAND – BE MORE
PROACTIVE
MENTORS
OWN DEVELOPMENT PLAN
DEVELOPMENT OF TL BEHAVIOURS
ROLE MODEL (CDE)
ALIGNMENT OF VALUES
(DE COOMAN, DE GIETER, PEPERMANS, & JEGERS, 2011)
MINDSET – MOVE TOWARDS A GROWTH MINDSET
FAILURE AS AN OPPORTUNITY TO LEARN
WHERE THE ‘MAGIC’ HAPPENS
SELF JOURNALLING, - MORE INTROSPECTIVE, SELF AWARE,
USE MINDFULNESS TO DEVELOP INCREASED SELF
AWARENESS
PSYCHOLOGICAL FLEXIBILITY
MANAGE OVEREXTENSIONS
Implications for Leadership Development: Activities
USE MANAGEMENT TOOLS:
PROJECT MANAGEMENT
SWAT ANALYSIS
TIME MANAGEMENT
PRIORITISATION
BEING CURIOUS AND PLAYFUL TL LEADERS CONSTANTLY ASK
QUESTIONS :
WHAT DO I WANT? WHAT DO YOU WANT? HOW CAN WE TRY THINGS DIFFERENTLY?
TL DON’T GET ATTACHED TO THE FIRST ANSWER THAT
COMES UP/ TAKE THEMSELVES OR THEIR WORK
TOO SERIOUSLY.
COACHING – FOSTER SELF AWARENESS EITHER
INDEPENDENTLY OR WITH SUPPORT
TRAINING & FACILITATION
FOR SPECIFIC GAPS
BUILDING KNOWLEDGE THROUGH DISCUSSION
(SPRINKLE & URICK, 2016)
SIMULATIONS IN A ‘SAFE’ ENVIRONMENT
TELL STORIES
TL USE STORIES TO CONNECT
ENABLES AUDIENCE TO IDENTIFY & PROMOTES A
SHIFT IN PERSPECTIVE
LINKS TO INSPIRATION/CREATING A
VISION
.
Your turn! Introducing the GROW Model
1) Goal:
What is your goal?
2) Reality:
What is your current status?
3) Options:
What options could you consider?
4) Will:
How motivated are you to take
this action?
GROW: Questions
REALITY - Questions to ask:
• What have you already tried?
• Why haven't you reached that goal already?
• What do you think is stopping you?
• What progress have you made so far?
• What is working well right now?
• What skills/knowledge/attributes do you have?
• If you asked … what would they say?
• On a scale of 1-10 how severe/serious/urgent is the situation?
GOAL - Questions to ask:
• What do you want to achieve out of this 5 minute session?
• What could we work on now that would make the biggest difference to you?
• What goal would make a BIG difference in your life?
• What do you want more of in your life?
• What would you try now if you knew you couldn’t fail?
• How will you know when you have achieved these goals?
Reflections
• How did that feel to be the coach?
• How did that feel to be the coachee?
• How could you build that style more into your day-to-day leadership approach?
3) Masterclass
Our masterclass aims to help you:
Develop increased self-awareness
Understand your key qualities/strengths
Understand when you overplay your
strengths
Take away something from the session to
help you or your team develop
Have a fun and memorable experience!
Lumina Splash App: Bringing Fun to Psychometrics
1. The “splash” is the graphical
representation of Lumina Spark
8 aspect scores
2. Comparisons can be
performed between any two
people to see how they can
better communicate
3. All splashes are stored locally
on the device - iPhone, iPad
and Android
4. Has a number of practitioner
tools
Create your own Splash using the App
1. Go to the App Store or Google Play and search for Lumina Splash
2. Once downloaded, choose participant version and Lumina Speed Read
3. Type in your name, select you are at a workshop and type in Linda O’Donnell as the practitioner
4. Answer the questions as honestly as you can
5. Your personal Splash will be created
6. Compare with the cohort
Who are you?
• Everyone stand up
• If you agree with the statement stay standing
• If you disagree with the statement sit down
Activity: Four Circles
1. Draw four circles:
• one red
• one yellow
• one green
• one blue
(each represents the leadership qualities you would like to be using)
2. Write the key ‘Quality’ in the middle (Circle size - represents your view on the importance of the quality, with regard to your leadership)
The Lumina Leader Model
Draw Four More Circles
• How have you actually spent your time in the last six months?
• Draw four more circles to demonstrate this
It can get ugly when we overextend ourselves…
Overextended qualities of a Nexus Leader
Top 5
Overextended
Qualities
Exploring Your Overplayed Strengths Exercise
Working in pairs, adopt their qualities and overextend them as you work through the following scenario:
o Your team has done an excellent job delivering on an important project. Collectively you have been given £2000 to celebrate how you see fit. What do you do with the money?
o Spend 5 minutes planning the event together
This Photo by Unknown Author is licensed undeCC BY
Our offer to you...
As TL behaviours can be developed this is your opportunity to take advantage of:
• Lumina Leader Training & Development package (tailored to your needs)
• A coaching package
• A facilitated simulation session to develop TL behaviours
• A complimentary career review Skype session to identify next steps
Thank you!
• To Lumina Learning for supporting our research
• All charity sector fundraising leaders who completed our research
• And to all of you for coming along today