Leading THROUGH THESE TURBULENT TIMES

1. Leading THROUGH THESE TURBULENT TIMES RICHARD MALE Wyoming Philanthropy Days Laramie, Wyoming June 17, 2010

2. TODAYMOST CHALLENGING IN MY 40 years10% of nonprofits = disappear? The Economy is beginning to turn around

3. TODAY “Doing less with less” Forcing us to focus on basics foundations funding existing, not new, grantees Individuals giving 5-10%less all but three states -- deficit

4. “In times of change, learners inherit the earth,while those who have stopped learning find themselves beautifully equipped to deal with a world that no longer exists.”Eric Hoffer

5. “We are born naked, wet, and hungry. Then things get worse.”

6. And speaking of things getting worse . . .

7. LEADERSHIP TODAY IS HARD WORK “Leaders are judged during times of crisis and adversity – not in times of plenty. It is easy to be a leader when you are winning. The measure of an effective leader is when times are tough and you continue to motivate people through the crisis.” -- RMA

8. What is a leader? BASELINE / 1

9. Someone with a following The person others naturally respond to Not a “title”-- may not be the boss Not from an organization chart; true leadership is not a hired position “… an unusual degree of power to project on other people his or her shadow or his or her light” -- Parker Palmer A leader is . . .

10. Leadership is not “ordering people around” The true leader may not be the one doing all the talking

11. "All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership." John Kenneth Galbraith

12. You have three kinds of leadership roles BASELINE / 2

13. Nonprofit Sector Neighborhood, Community, Society Organization Individual

14. Personal as an individual, partner, spouse, parent, son/daughter, mentor, colleague, friend YOUR FIRST LEADERSHIP ROLE

15. Organizational as an executive director or senior staff, board member, critical staff/board nexus; as an employer, as grantee, as program manager, as volunteer coordinator YOUR SECOND LEADERSHIP ROLE

16. Community as activist, organizer, advocate, agent of change; as spokesperson, cheerleader, ambassador, media resource; as facilitator and model of collaboration YOUR THIRD LEADERSHIP ROLE

17. Leaders must learn to move from the known to the unknown Accept uncertainty -- risk Know yourself (i.e., Myers-Briggs), but also knowing when to “break all the rules” BASELINE / 3

18. 10 essential LEADERSHIP LESSONS

19. Lesson #1PERSONAL LEADERSHIPTake more risks.

20. No pain, no gain! Without risk, there is no growth. Courage is the act of leadership. Courage is not the absence of fear — it is in facing your fear. Accepting uncertainty as a given. Learn to live on the edge (or ledge). LESSON #1

21. Taking risks “Failures, losses, missed moments of true greatness, and sheerstupidity all occur to test the limits of your soul. Without these small tests, life would be like a smoothly paved, straight, flat road tonowhere: safe and comfortable but dull and utterly pointless.” Margaret J. Wheatley LESSON #1

22. Lesson #2PERSONAL LEADERSHIPListen. Just listen.

23. LEARN TO LISTEN Before making a decision: consult. Give your complete attention. Hear from all affected parties. Re-state and clarify. Listen first. Then act. LESSON #2

24. There are times when“Ready, fire, aim”… is not a bad idea!The Action/Reflection model of learning

25. ACT REFLECT REFLECT Sometimes as a leader, you have to make tough decisions based on the best information you have on hand. The “ready, fire, aim” mode is all too common for leaders in our sector. The critical point to remember, however, is to always seek understanding and reflection. LISTEN. Think. Then adjust your actions. The Action/Reflection modelACT

26. And a final word on listening. . . . . . “Never miss a good chance to shut up.” LESSON #2

27. Lesson #3PERSONAL LEADERSHIPPractice self-care.

28. TAKE CARE OF YOURSELF. Finding balance in our lives is a genuine struggle. Medical Emotional Intellectual Social Spiritual LESSON #3

29. We’ve all heard this hundreds of times on airline flights… think about it. “Please adjust your own breathing mask before attempting to assist others.” (WE NEED YOU.) LESSON #3

31. “ “ Lesson #4organizational LEADERSHIPAppreciate the difference between leadership and management.

32. “You do not lead by hitting people over the head – that’s assault, not leadership.”Dwight D. Eisenhower

34. LEADERS MANAGERS look at concepts look at things motivate people direct people seek effectiveness seek efficiency ask “why” ask “how” LESSON #4

35. LEADERS MANAGERS look at what can be look at what is focus on the focus on the systems potential of people LESSON #4

36. Both LEADERSHIP and MANAGEMENT have value “Compassion and passion without competence is dysfunctional action. Would you want to be operated on by a doctor that has great compassion and passion for you, but lacks medical competency? Competency in organizational management is critical.” --RMA LESSON #4

37. Lesson #5organizational LEADERSHIPBe an “inspirational evangelist” of a vision.

38. What is . . versus the potential of what can be! “Leaders conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts.”John Gardner

39. Without direction and vision, people who want to perform look each other and wonder, “Huh?”

40. Your mission statement should be short . . . easily memorized . . . and highly memorable! • WHO ARE YOU • WHAT DO YOU DO • FOR WHOM, AND HOW “A mission statement should be something you can yell, with the window rolled down, to a driver in the next lane when you’re driving down the interstate.” LESSON #5

41. To be an “inspirational evangelist,” you need to always be eager to share! Key messages and phrases Fresh, credible data Storytelling -- anecdotes Be infectious! LESSON #5

42. Nonprofit hell . . . Is doing the same boring board retreat over and over and expecting inspiration!

43. Lesson #6organizational LEADERSHIPFocus on the care and feeding of your board.

44. High-performing boards don’t happen “by accident” or by osmosis. There has to be clear direction.

45. SWOT of your board Recruiting (not just warm bodies!) Orientation Clear agreements -- expectations Make meetings matter ENGAGE your board members with the story of your mission—where you are going and why LESSON #6

46. “If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work . . . but rather teach them to long for the endless immensity of the sea.” -- Antoine de Saint-Exupery

47. Make board meetings matter: Start on time Include food Follow a written agenda Allow time for dialogue Keep reports crisp, precise Encourage all to be heard Always include interaction Educate, entertain, engage End on time

48. Lesson #7COMMUNITY LEADERSHIPLeaders are made . . . not born.

49. A person who emerges as a true leader . . . Has persuasive communications skills Is an empathetic listener Puts ego behind “the greater good” Garners trust and confidence Is willing to try the new and unknown Models behavior based on values

50. Life is one long leadership lesson — if you’re lucky. Learn to allow mistakes ( and don’t miss the lesson! ) Let discord happen—to promote dialogue and better solutions