 |
No More Homeless Pets Forum
January 17, 2005 Where are the Leaders? |
Mary Hessler Key, PhD
How can you recruit dynamic leaders for your organization? Is an animal welfare background really necessary? Rick Moyers from The Meyer Foundation and Mary Hessler Key, PhD, of No More Homeless Pets Hillsborough County will describe the characteristics of good leaders, where to find them, and how to keep them.
Introduction from Rick Moyers and Mary Hessler Key, PhD:
Strong and effective Board and staff leadership are critical to the success of your organization and its mission. Indeed, many foundations cite leadership as one of the most significant factors in funding decisions. Despite its importance, many non-profits struggle in this area. Recruiting good Board Members, cultivating leaders within the Board, keeping them motivated and engaged, and finding the right balance between Board and staff can be enormous challenges. Join us to discuss these issues and steps toward building stronger leadership for a brighter future.Questions
Motivating leaders to work together
Personal development for volunteers and staff
Making a leadership change the right way
Good traits of great leaders
Deciding which volunteers to invite on the Board
Where to find new leadership recruits
Who's afraid of the big, bad leadership role?
Staying cool and calm instead of hot under the collar
Avoiding the "dynasty syndrome"
Picking and choosing competent leaders from loyal volunteers
Do the provisions of Sarbanes-Oxley affect nonprofit Boards?
Motivating leaders to work together
Question from Patricia:
I am the Executive Director for a small humane society. We have Board Members who dislike each other. At each Board meeting, a member will have a great idea and plans to make it successful. Months later no action has been taken. They have good intentions, but... Any suggestions on how to motivate them to work for the good of the animals in our care without being seen as a nag?Response from Rick:
Two issues seem to be embedded in this question... Board Members who may have difficulty getting along with each other (or sometimes with the Executive Director), and Board Members who talk a great game but fail to follow through. Each one deserves its own book.On the first issue (Why can't we all just get along?), one of my complains about the enormous amount of literature on non-profit governance is that it tends to assume that Boards are not effective because Board Members simply don't understand what they're supposed to do.
Provide enough training and information about the role of the Board and the proper role of Board Members, and everyone will fall into line. What that fails to take into account is that in any group of human beings charged with a common task, there are all kinds of crazy interpersonal stuff going on, at least in every group of which I've ever been a part. That said, two factors can help make things better:
First, it's the Board Chair's job to keep a handle on Board Members' behavior during meetings and in communicating with each other between meetings about the work of the Board. A good Board Chair will help establish a Board culture in which interpersonal differences don't interfere with the work of the Board. A succession of good Board Chairs will create such a strong Board culture, a sense of how things are done, what types of behaviors are appropriate and what aren't, that Board Members will think twice about "acting out."
Second, the stronger and more systematic your Board recruitment process becomes the less likely it is you'll accidentally recruit Board Members who aren't a good fit with your culture. I hope you have the type of relationship with your Board Chair that allows you to discuss these issues honestly and confidentially.
The discussion about the Board Chair provides the link between the two threads of the question. In general, it's also the Board Chair's responsibility to provide leadership to ensure that Board Members keep their promises and commitments. While there are many situations in which an Executive Director can follow up, in a professional way, to remind or nudge Board Members about things they've promised to do, this is ultimately the chair's responsibility.
If this issue is truly hobbling your organization's ability to get anything done, I would suggest the following strategy: Assign a staff member -- someone other than the person who is keeping notes for Board minutes -- to keep a running list of commitments made during Board meetings. (Sometimes, as an Executive Director, it can be difficult to keep good notes and still participate in the meeting.) A few days after the Board meeting, confer with the chair about which commitments are important, who should follow up, and how.
It's always unlikely that Board Members will self-initiate to follow up on something they've promised to do without help and support, so don't expect it from them. Pick your battles carefully letting some things fall by the wayside, so you can focus your energy on the most important ones. Be professional, and ask how you can make it easy and help them succeed.
Personal development for volunteers and staff
Question from Geri:
Our group is big on continuing education. Do you think continuing education and personal development courses are worth sponsoring for staff and key volunteers, or would our time and money be better spent elsewhere? Are there any specific courses or companies you would recommend?Response from Rick:
Good question. When resources are tight, professional development is often one of the first things to be cut. While I think it's healthy to question the expense, as a general rule I think almost all nonprofits under invest in developing their employees. I'd hate to say anything that encouraged more of the same.An important question, though, is whether you are seeking to strengthen skills or to develop leadership. Workshops and continuing education courses can build knowledge and skills, but in my experience aren't that effective in developing leadership, and I'd be especially careful and strategic in what I encouraged my Board Members to attend. Some of the best leadership development opportunities, such as chairing a special Board or staffing a committee, serving as a volunteer for a trade or professional association, or serving on the Board of another nonprofit organization, are free (although they can be time consuming).
Professional development of employees is one of the most important investments any organization can make, and helping employees achieve their full potential is a form of stewardship. What's more important than dollars invested is the quality of thought put into helping each staff member create his or her personal development plan.
Response from Mary:
Thanks Geri,Continuing education is important and it is critical to developing staff and key volunteers. I believe that training and education is more valuable when connected. Therefore, finding leadership or team building training that all can participate in gives your organization a common language.
Also, sharing the training opens the door to ongoing discussions and getting group input on how to apply the educational experience or training to their work together. Two types of programs that help a lot of organizations are those built around different communications styles and those teaching goal setting techniques.
Making a leadership change the right way
Question from Tracy:
We are in one of those situations were the shelter Director isn't really doing all she can to save the animals. We have found someone who seems better able to work effectively and inspire the community. Do you have any advice for how to go about making the change, including how to present the decision to the public?Response from Rick:
This is a very rich and complicated question, which leads me to pose several questions of my own.First, is the current shelter Director aware that the Board has a problem with her performance? Has she been given a chance to correct any perceived problems? When was the last time the current Executive Director received a performance review or a salary increase? I recognize that in many cases the Executive Director is the last to know that the Board is unsatisfied with his or her performance, and I chalk this up as one of the major failings of Boards. Any employee who has a significant performance problem needs to know about it and to understand that it could lead to termination if not corrected. Furthermore, depending on the answers to some of my questions above, the Board and the organization could be vulnerable to legal action. Employment related lawsuits are the most frequent reason that nonprofit Board Members are sued, so tread carefully.
Second, how have you managed to identify a new candidate with the current Director still in place, and what makes you so sure that he or she will be a better leader than the current Director?
I'm going to go ahead and offer some advice about handling the transition, with the caveat that some aspects of this question make me uncomfortable and also that my answer should not in any way be interpreted as legal advice.
In a best case scenario:
- The executive committee or possibly the full Board will have reached consensus over the need for a change. If this is the case, then this is also the time to get legal advice from someone who understands nonprofit organizations and employment law in your state.
- Your attorney gives you advice about handling the resignation or termination, including what to say and what not to say, whether the Board should ask the departing executive to sign some sort of waiver, whether a severance payment is warranted, etc. Situations will vary widely.
- Hopefully, the Board will be able to announce to the public that the current executive has resigned to pursue other interests and that a search is underway. Then, after a reasonable amount of time, it can announce a new leader.
Executive transitions offer unique moments of opportunity for an organization to have important conversations about where it's going and what it wants to be and to translate its commitment into action by conducting a careful and thoughtful search for the best qualified leader. Be cautious about moving to a new leader too quickly or about trying to handle the "transition" in one phase, which would be the organizational equivalent of announcing your separation, divorce, courtship, and remarriage to someone else all on the same engraved note card.
A good Board exercises careful stewardship over the organization and its assets. A part of that stewardship is recognizing the need for and possibility of change. Congratulations on doing that, because many Boards don't. Another stewardship responsibility is to deal fairly and justly with current employees, and to protect the organization's reputation in the community. These things are never easy.
I recognize the complexity of the situation. Proceed with extreme caution.
Response from Mary:
Rick has given you a lot of great suggestions. One thing I would add is about raising the consciousness of the Shelter Director. In our community, we invited a great speaker and Shelter Director to speak to our No More Homeless Pets conference. Her name is Robin Starr, and she heads the Richmond SPCA. After her talk, our humane society brought Robin back for an inservice, and shortly thereafter they went no-kill. My point here is that sometimes raising the awareness of the leadership is essential. If you've already made your decision to hire someone else who is a better fit, I suggest that you have a clear vision for your organization and show how this new person can help your organization to make it reality.A way to engage the community is to create the opportunity for them to participate in either creating that vision with you, or if you have a clear one, get their ideas on how this vision can become reality. The new person could take the lead in this process or if you feel more comfortable, work in conjunction with an outside facilitator. Good luck!
Good traits of great leaders
Question from Mabel:
What qualities should we be looking for in an outstanding leader? In your opinion, what are the top 3-5 necessary traits, and what are the top 3-5 desirable work skills? We want to pick someone good, without being impossibly demanding!Response from Mary:
Consistently, studies on effective leaders show certain traits like:1. Have a vision or desirable picture for the future
2. Engage others in the mission and vision of the organization
3. Have integrity
4. Are consistent
5. Have high expectations
To get at work skills, I suggest that you interview people who have worked for you that have done a good job and ask them about what's critical. Among the work skills I recommend are: ability to create accountability, strategic thinking and the execution of those thoughts, good people skills and analysis skills.
Response from Rick:
Those of you who are reading my answers in sequence will start to recognize a pattern. I rarely answer without hedging my bets, and the most common answer is often, "It depends." All of us have probably seen great leaders who were outstanding in one setting and disastrous in another. Leadership takes place in context.Assuming that we are talking about staff leadership in a relatively small organization, I will suggest a few traits and work skills:
Traits:
- A deep personal connection and commitment to the mission of the organization.
- A powerful, compelling, and inspiring vision for the future coupled with some semi-realistic ideas about how to get there.
- The ability to communicate with and relate to a wide variety of people. This includes listening well, asking good questions, and helping other people feel smart and valued.
- Tolerance for ambiguity. Under this category, I would include patience, persistence, and recognition that change is incremental.
Work skills:
- Financial literacy. It's difficult to be an effective nonprofit leader without at least a basic grasp of nonprofit finance and accounting principles. And the small organization Executive Director who can create and run basic financial reports on a timely basis and talk knowledgeably about the organization's financial statements will have much more information on which to base management decisions and overall credibility as a leader.
- Communications. Public speaking, writing for many audiences, and interacting with the media are significant and often overlooked skills for nonprofit executives. I'm not suggesting that good leaders should be able to single-handedly produce a newsletter, launch a website, or anchor the evening news. But some good fundamental skills are almost essential for the job, and often overlooked by search committees.
- Management. In an extremely small organization, an executive can sometimes get by with poor delegation and supervisory skills, although even then a deficiency may interfere with the ability to empower, motivate, and delegate to volunteers. Ultimately, an executive needs to be able to hire and retain good staff members, develop their skills over time, and allow others to grow and assume greater responsibility.
I don't think this list is by any means comprehensive, and I've probably left out something obvious. However, I tried to pick things that could be probed in an interview setting and things I notice right off the bat when I meet with leaders of nonprofits.
Deciding which volunteers to invite on the Board
Question from Monica:
How does an organization decide who should be on their Board and who should remain volunteers without Board involvement? What are the skills/components of a well balanced Board of Directors?Response from Mary:
Selecting a Board is something that requires a lot of thought. Who are the leaders among your volunteers? Who has the contacts to help your organization get exposure and support from your community? Does the person you select have past experience on a Board? Was it positive? Can they make a financial contribution to the organization? The best Boards have a minimum financial contribution that each member makes annually.You're smart to look for a balanced Board which typically has someone with financial skills, human resources skills, leadership skills and skills in getting things done. Importantly, all members need to be passionate about your mission.
Response from Rick:
I am trying hard to resist saying that it all depends. Oops. I couldn't.A good Board will have some sort of organized and ongoing nominating process for Board Members, usually led by a nominating or governance committee. The Executive Director should be an important participant in this group and a strong voice, although not having ultimate control, over the process.
Sometimes outstanding volunteers make good Board Members, and sometimes not. It usually depends on their motivations for volunteering, their skill set, and the needs of the Board and the organization. The needed skills will change over time as the organization evolves, but a good general list includes:
- Someone with financial expertise (although don't assume that this person has to be the treasurer)
- At least one Board Member with legal expertise. All types of legal experience are not equally useful. Someone who has experience negotiating a lease or dealing with human resources questions will be more useful than a litigator, for example.
- People who are well-connected in the community and are willing to use their connections to open doors with local government officials, business leaders, potential funders and (gasp!) actually ask people for money.
- Communications and marketing skills
- Programmatic expertise
None of these things is more important than a passion for the mission of the organization, the ability to get things done as part of a group or team, and some experience as a community leader.
Several useful grids have been developed to help Boards ensure that they have the diversity of skills and profiles they need to be successful, but you could easily create your own.
Where to find new leadership recruits
Question from Michelle:
As I'm thinking about cultivating new volunteers and particularly new leaders that will carry our organization into the future, what are some of the best places to go for fresh recruits? I've been interested in attending meetings of local civic organizations to talk about the work we do. Do you have any ideas about other things our organization can do to reach out to potential volunteers and leaders? And, once we have someone good, how do we keep their interest if we don't have an immediate need for volunteer assistance?"Response from Rick:
I agree that civic groups are good potential recruiting grounds for volunteers, as are churches and schools. Some communities have more formal organizations and structures to find volunteers and leaders, such as volunteer centers and Board matching programs. I am hearing from an increasing number of organizations that have had success with the online Board matching program BoardNet USA (www.Boardnetusa.org) and Volunteer Match (www.volunteermatch.org). In general, the more visible you can make your organization within the community, the easier it will be for you to recruit volunteers. Your website, your newsletter, and any other communications should make it clear that you need volunteers and a clear and easy way for volunteers to register.Response from Mary:
One of the best ways we've found recruits for No More Homeless Pets Hillsborough County is by holding educational forums on various animal welfare related topics and many of the attendees have signed up. Another vehicle is to volunteer to speak at various clubs and associations about your organization and its mission. Keeping interested volunteers is a challenge. Even though our main focus for No More Homeless Pets Hillsborough County is supporting spaying and neutering programs, we sponsor adopt-a-thons so that volunteers get a chance to work together and stay engaged.Who's afraid of the big, bad leadership role?
Question from Michelle:
We often get smart, hard-working volunteers who contribute so much to the organization; yet when you ask them if they would like to take on a greater role within an organization, they shy away from it saying things like, "I'm not a leader," or "I don't have time for that." But, in reality, they're already doing so much of the work anyway. How can we help these wonderful volunteers be less overcome by the prospect of taking a leadership role?Response from Rick:
I've heard this question, or variations of it, many times, and I'm having difficulty coming up with my usual glib answer. One of the things I encourage organizations to do is to create incremental pathways to leadership. Short-term assignments that lead to longer term leadership roles that eventually lead to significant leadership posts over the course of several years. This can help volunteers build confidence in their skills and develop them along the way.Several people who are wiser than I am have written that one of a Board Chair's most important jobs is to make leadership look easy, and I agree. Watching other people perform in leadership roles can help volunteers and Board Members envision themselves in that role. Similarly, the Board Chair or committee leader who seems harried, unprepared, and overextended does a huge disservice to the organization.
Some organizations split up leadership responsibilities to make positions seem less intimidating. The volunteer who is reluctant to serve as a committee chair might be more likely to say yes to serving as a co-chair. This can work as a one-time or short-term solution, but to be honest I've never seen it work out all that well.
Response from Mary:
Sometimes people are comfortable with the role they've carved out; it isn't always wise to talk them out of it. That being said, I'm wondering if some of the concern comes from the volunteers feeling overwhelmed or even intimidated by a broad description of "playing a greater role." I suggest that you write a specific description for the new role and make it as concrete as possible. Go over it with the volunteer and answer any questions. Also discuss possible resources (including other volunteers) that this person will have to support them.Staying cool and calm instead of hot under the collar
Question from Chauncey:
They say the best leaders inspire people to follow them by asking the right questions, rather than telling people what to do. I think this is probably true. I've also seen some VIPs who gain respect by setting a good example and by treating people how they themselves might like to be treated.Sometimes, though, in the heat of the moment or when the stakes are really high, I find myself just giving orders or telling people what our group's priorities should be. They respond because we have a bond from working together, but I always feel bad afterwards, especially if I'm a little testy or abrupt.
Do you have any favorite mantras to replace any potential bossy, prideful, or hot-tempered behavior? What self-management techniques can I use to be my best self more often?
Response from Rick:
This one falls outside my department, I think, so I'm hoping that Mary has a great answer. I wish I were better at this myself. Don't be too hard on yourself, though. Sometimes (though admittedly not always) people are looking for that kind of leadership. A strong sense of what needs to be done and strong opinions about how to do it are attributes of leadership. The best leaders know when to issue marching orders and when to listen and build consensus.I'm glad you brought up the golden rule. I almost mentioned it in response to an earlier question. I think that treating other people the way you'd want to be treated represents the essence of great leadership, and as I watch Boards and organizations do their work, I'm surprised at how often it's ignored.
Response from Mary:
One of my favorite things is to keep a little pad with you and when you have the impulse to give an order or be abrupt, log it in your book and notice what you are saying to yourself at that point, even if you just make a tick mark when that feeling comes up. What happens is that you'll see a pattern or trend in what you are feeling or saying to yourself when you are ready to be bossy, etc. Making the tick mark alone makes you more conscious and breaks the stimulus-response mode you might be causing the feeling. Also, taking a time out before reacting can be very beneficial.I like affirmations. Finding one that fits, like "I trust that everything is happening for a reason", may help you to stay calm. I applaud you on being sensitive to this behavior in yourself. Staff may respond, but over time, this type of behavior can have a negative impact on how you all work together.
Avoiding the "dynasty syndrome"
Question from Laurel:
What advice do you have for avoiding the "dynasty syndrome" (as I've come to call it) among the founding members of an organization?This seems particularly common in rescue and animal protection, shelter-type organizations as they grow and transition from a very grass roots, hands on organization to a larger organization involving many volunteers.
Perhaps it is the passionate nature of the work and the people attracted to it, but there comes a point where that sense of "ownership" that we like to see in volunteers at all levels, becomes a case of possessiveness by founding members. This can interfere with the rotation of officers and Board Members, the inclusion of new blood in decision-making and the delegation of responsibilities and tasks that are necessary to keep an organization viable, dynamic and growing.
Response from Rick:
This is a great question, and you have already provided part of an answer. A Board should not be a social club or support group for a Founder or an "inner circle" of founding Board Members. When this happens, it often becomes a self-perpetuating problem that makes it challenging to recruit new Board Members and difficult to recruit or retain staff. This is why I am such a firm believer in the importance of term limits, both for Board Members and officers, from the outset.My advice for avoiding the syndrome may sound harsh and inflexible, but here goes:
- All Boards should have term limits, for both Board Members and officers, from the outset, and these limits should be enforced for everyone.
- Founders should not be given permanent seats on the Board, no matter how much you love them.
- Former Executive Directors don't usually make good Board Members, especially not in the first few years after they leave.
- Think carefully about inviting spouses, close friends, and relatives of founding Board Members to join the Board.
Response from Mary:
This happens a lot with organizations as they grow and transition, not just in the animal welfare area. I see this in entrepreneurial organizations as they grow in size and structure; people want it the "old way" and feel out of control, so the tendency is to want more control.I suggest that you create a common experience for the key stakeholders, old and new. One of the best ways to do this is through revisiting the vision. I belong to an organization called SearchNet, which is made up of trained professionals who conduct something called a "Future Search" for non-profits at a minimal fee (often just expenses). The purpose of the process (lasts 2.5 days) is to bring in diverse stakeholders to find common ground through defining the vision and how to get there together. It has been my experience that finding common ground and sharing this type of experience can shift the culture to one of more participation and openness. The number for the Future Search Network is (800) 951-6333.
Comment from a member:
I advise my clients starting non-profits to be careful not to put themselves in the position of being thrown out of the very organizations they start. For this reason, I advise a small Board of Directors with people who are loyal to, and share the vision of, the founding incorporator.Then, to obtain community support create a "community advisory Board" separate from the formal Board of Directors. This group can have the civic leaders, benefactors, and others who will help the organization grow.
This avoids the very real possibility of the incorporator sacrificing everything in the early years, only to be voted out of the organization once it is up and running.
Picking and choosing competent leaders from loyal volunteers
Question from a member:
My friend and I each direct organizations that are heavily volunteer driven. We have to develop leaders at intermediate levels to survive and thrive. Most of our volunteers are people who haven't been in typical leadership positions; some have never managed at any level, or haven't worked outside the home. Thus their leadership skills may be difficult to gauge or are untested.On occasion we've felt forced to grab the first warm body that offers. As a result we have either ended up doing a lot of hand-holding, and ultimately doing the task ourselves, or have been forced to relieve a volunteer of the job, resulting in hard feelings and the loss of a volunteer who may have been effective in another role. Do you have any tips for identifying, grooming, growing, and when necessary, gently demoting a volunteer leader? All of our volunteers have the passion, vision and commitment, but often that's all we know for sure. Are there some practical tried and true clues to look for when one has little to go on?
Response from Mary:
Leadership is something that can be developed. That being said, some people are more competent than others, so I'm big on screening volunteers for evidence of leadership in their past. I like to ask questions like: "Tell me about a time when you took the lead on something at work or in your personal life. What was the situation, the actions you took, and the end result?"I do appreciate the tendency to take a warm body. I suggest that wherever you are you notice people who display the characteristics of leadership you seek and proactively tell them about your organization, so that you are always recruiting volunteers.
To grow leaders, I believe that it's important to teach people how to communicate performance expectations to others, what is it that I'm asking you to do, what does this look like when it's done well, what support do you need from me, etc. Teaching volunteers in leadership roles to be good "coaches" is also critical. Through coaching others and following up, volunteers start to develop leadership skills.
There are a variety of training programs out there that can be delivered and practiced. I know money is often tight. Perhaps a consortium of organizations can pool their resources to offer training for volunteers. Another idea is to find a training and development company in your area and see if they would donate the training. You might be pleasantly surprised!
Response from Rick:
Mary's answer was more insightful than mine will be. One of the hardest things I've ever done was firing a volunteer who wasn't working out. What an awful thing to have to do.My suggestion -- developed after painful personal experience -- is that you break out of the mindset that you're begging people to help and lucky to get anyone. In reality, you're recruiting people for an important job and need to find the best possible candidate. I recognize that this is not always realistic, but still want to challenge you to push your thinking in the other direction. For example, do you take the time to create job descriptions for key volunteer roles? Do you ask them about their strengths and weaknesses, what they find rewarding, and what they hate doing? The answers to those questions will give you some clues as to whether there's a good fit.
From your first interaction with many leaders, you can make a judgment about what it will be like to work with them. Do they return phone calls or e-mails quickly, with prompting, or not at all? Are they able to command the attention and respect of others in meetings? When they promise to do something, do they follow through? Find small ways to test these things before asking someone to take on a more significant volunteer commitment, no matter how desperate you are.
Do the provisions of Sarbanes-Oxley affect nonprofit Boards?
Question from Stacy:
How does Sarbanes-Oxley affect choosing leaders for a non-profit Board? How knowledgeable do they need to be, and is this important in the non-profit world? Also, is the nominating committee only made up of Board Members?Response from Rick:
In general, the provisions of Sarbanes-Oxley do not affect non-profit organizations. The legislation was designed to strengthen the governance and accountability of publicly traded companies in the wake of the Enron and Worldcom accounting scandals. There is some discussion going on in Congress and among national non-profit organizations about whether similar legislation might be appropriate for non-profits. So far nothing has happened, and there's considerable debate about whether the recommendations are appropriate for non-profits. Independent Sector and BoardSource have produced a set of guidelines for non-profits that want to take voluntary steps to strengthen their governance in the "spirit" of Sarbanes-Oxley. See http://www.independentsector.org/issues/accountability/checklist.html.Whether or not the nominating committee only consists of Board Members will depend on the organization's bylaws, which may address whether non-Board Members can serve on Board committees. There are many compelling reasons why an organization might want to involve outsiders on other Board committees. Former Board Members or well-connected community leaders who aren't in a position to make a commitment to Board service might make a valuable contribution.
Note from forum moderator:
Thank you to the many members who sent in questions for this week's No More Homeless Pets Forum! For more information and advice pertaining to non-profit Boards of Directors, please visit the No More Homeless Pets Forum archives, at http://www.bestfriends.com/nomorehomelesspets/weeklyforum/forumarchives.cfm, and scroll down to Management & Policies.
