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Alliance for Children and Families ‘Leadership Deficit’ Presented by: Undraye P. Howard, M.A. 1.

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Presentation on theme: "Alliance for Children and Families ‘Leadership Deficit’ Presented by: Undraye P. Howard, M.A. 1."— Presentation transcript:

1 Alliance for Children and Families ‘Leadership Deficit’ Presented by: Undraye P. Howard, M.A. 1

2 Outline General observations about the future in dealing with the leadership deficitGeneral observations about the future in dealing with the leadership deficit Non-profit organizations and the leadership deficitNon-profit organizations and the leadership deficit The Alliance for Children and Families strategies in dealing with the leadership deficitThe Alliance for Children and Families strategies in dealing with the leadership deficit 2

3 Generic Observations on Talent and Leadership Quality and depth of leadership drives results that a non-profit can deliverQuality and depth of leadership drives results that a non-profit can deliver There is difficulty in recruiting quality talent for the non-profit sectorThere is difficulty in recruiting quality talent for the non-profit sector There is and will continue to be a demand for quality leadership talent, particularly in the roles of:There is and will continue to be a demand for quality leadership talent, particularly in the roles of: – CEO, COO, CFO and other key senior leadership positions 3

4 Inadequacy Among Top-Tier Non-profit Strategy Develop internally (ad-hoc internal training and attending conferences.Develop internally (ad-hoc internal training and attending conferences. –Quality uneven and inconsistent/smaller agencies cannot do this Recruit independently (a great deal of NPO’s do this online and through personal networking).Recruit independently (a great deal of NPO’s do this online and through personal networking). –Costly and time intensive Executive SearchExecutive Search –Wrong fit and costly 4

5 Reality is… There is an enormous demandThere is an enormous demand (over the next 10 years the sector is expected to attract and develop some 640,000 new senior managers/growing number of non-profits/growth in size of non-profits) Constrained SupplyConstrained Supply (retirement of managers from baby-boomer generation/lack of career mobility for current managers/natural turnover of current managers out of full time leadership roles) Source: “The non-profit Sector’s Leadership Deficit”, Tom Tierney, 2006 5

6 Solutions the Alliance has Recognized Solutions the Alliance has Recognized Increased access to networks of quality candidates outside of the traditional forms of recruitingIncreased access to networks of quality candidates outside of the traditional forms of recruiting Invest in current staff and talentInvest in current staff and talent Consistent knowledge and understanding of best practices in recruiting and hiringConsistent knowledge and understanding of best practices in recruiting and hiring More internal resources available to manage searches for senior leadersMore internal resources available to manage searches for senior leaders 6

7 Alliance Deals with Leadership Deficit Recruitment PracticesRecruitment Practices Retention and Development PracticesRetention and Development Practices Both Recruitment and Retention Development strategies play a role in dealing with the leadership deficitBoth Recruitment and Retention Development strategies play a role in dealing with the leadership deficit 7

8 Alliance’s Recruitment Strategies in Addressing the Leadership Deficit (internal/external) Continuous investment in our leadersContinuous investment in our leaders Executive Leadership InstituteExecutive Leadership Institute Leadership Development WorkshopsLeadership Development Workshops University Collaboration (Bellevue University)University Collaboration (Bellevue University) Relationship Building and SharingRelationship Building and Sharing 8

9 Recruitment (internal and external) Making a bridge between the for-profit and non-profit worldMaking a bridge between the for-profit and non-profit world Special Relationship Building (Bridgestar/Bridgespan, executive search firms with a focus on non-profit environmentSpecial Relationship Building (Bridgestar/Bridgespan, executive search firms with a focus on non-profit environment Eliminate the myths about non-profits through a series of publications and newslettersEliminate the myths about non-profits through a series of publications and newsletters Strong advocacy and public policy initiativeStrong advocacy and public policy initiative AccreditationAccreditation Scenario PlanningScenario Planning Making it a goal to become a “best place to work” organization through competitive benefits, flexible cultureMaking it a goal to become a “best place to work” organization through competitive benefits, flexible culture Becoming more cognizant of inter-generational differencesBecoming more cognizant of inter-generational differences 9

10 Executive Leadership Institute A partnership between the Alliance and the University of Michigan- Ann Arbor.A partnership between the Alliance and the University of Michigan- Ann Arbor. The vision here is to expand the pool ofThe vision here is to expand the pool of senior-level managers, leaders, and senior-level managers, leaders, and executives prepared and equipped to lead the non-profits of today and beyond executives prepared and equipped to lead the non-profits of today and beyond Leadership and Management TracksLeadership and Management Tracks 10

11 Partnership Example An innovative pilot program between Public Allies and the Alliance being conducted at several of our member organizations to attract diverse, young talent to work in the nonprofit social and human services field.

12 Initiative What does it take to recruit and retain the best people? What attitudes and systems need to change in order to make this happen?

13 Goal The goal of the project is to create and/or strengthen multiple pathways into non-profit human services careers for young people who have an interest or potential passion for the work these agencies do. Through a partnership approach between Public Allies and the Alliance three phases will be implemented over a 12- month period to accomplish this.

14 Assessment Activity The appointment of a project director to coordinate and implement project work. The creation of a 12-member Advisory Committee to guide this effort.. Personal interviews with 32 Alliance member agencies to identify current pathways into human service employment and discover elements of the cultural gap between current providers and young people. Focus group discussions with young people – including high school and college graduates – to identify key indicators for capturing the attention of and motivating such individuals to consider careers in nonprofit human services. Evaluation of recent research on the career and service aspirations of young adults.

15 Assessment Activity An assessment of the best practices of other national organizations (including AmeriCorps, Teach America, City Year, Public Allies, Idealist) to identify factors critical to the success of marketing and recruitment activities aimed at younger individuals considering careers in the nonprofit sector.

16 Phase II We will focus on the development of the model program, including the creation of sector descriptors and formation of the marketing, recruitment and placement strategies.

17 Phase III We will test market the model program, and conceptualize and budget a broader piloting effort to implement the model.

18 Anticipated Outcomes A clear understanding will be obtained of the barriers and opportunities to recruiting young people to nonprofit human service careers, as well as what child and family agencies must do to be more attractive magnets for young adults interested in nonprofit careers. A clear, succinct description of the nonprofit child and family-serving workforce will be developed. This will include descriptors not only of the depth and breadth of human service career opportunities, but also of the staff employed there, as well as the individuals, families and communities they serve.

19 Anticipated Outcomes Multiple pathways into nonprofit human service careers will be identified and assessed for their effectiveness. A model program, including marketing, recruitment, placement and human resource management strategies, will be created as a template to begin attracting young people into nonprofit human service careers. A plan to pilot the model program will be conceptualized and budgeted, and a funding proposal to underwrite this final phase will be developed.

20 Deliverables A written report detailing the results of personal interviews with Alliance member agencies. Contained within this report will be descriptions of human service career opportunities, staff employed there, and the individuals, families and communities nonprofits typically serve. The report will also include a sub-section summarizing the results of secondary research examining nonprofit workforce issues. A written summary of Focus Group results. This report will detail the barriers and opportunities to recruiting young people to nonprofit human service careers, as well as the suggestions participants made to child and family agencies to become attractive magnets for young adults interested in nonprofit careers

21 Deliverables An overview of Best Practices deployed by other organizations engaged in recruiting young people to nonprofit careers. This overview will multiple pathways into nonprofit human service careers, assessing those pathways for effectiveness. A template to begin attracting young people into nonprofit human service careers will be created for the field of nonprofit child and family services. This model program will include marketing, recruitment and placement.

22 Retention & Development Practices (internal/external) Performance objectives are agreed upon and set in placePerformance objectives are agreed upon and set in place The Alliance has taken the stance that opportunities and growth for leadership must be nurtured on a continuous and consistent basisThe Alliance has taken the stance that opportunities and growth for leadership must be nurtured on a continuous and consistent basis Leadership Council (participative leadership)Leadership Council (participative leadership) Assignment of special projects for new leadershipAssignment of special projects for new leadership Succession PlanningSuccession Planning 22

23 Seven Steps of Succession Planning 1.Assessment of Current Operations 2.Key Leadership Priorities / Milestones 3.Internal Management Analysis 4.Leadership Profile Requirements 5.Succession Scenarios 6.Creation and Adoption of Guidelines and Procedures 7.The Cost of Succession Planning and Leadership Transition 23

24 STEP #1 - Assessment of Current Operations (Three-year Retrospective) GovernanceGovernance Finance & AdministrationFinance & Administration Fundraising & External RelationsFundraising & External Relations Programs & ServicesPrograms & Services Human ResourcesHuman Resources Quality Control/Compliance/Risk ManagementQuality Control/Compliance/Risk Management Strategic Plan/Business PlanStrategic Plan/Business Plan 24

25 STEP #2 - Key Leadership Priorities/Milestones Next 12 monthsNext 12 months 12-24 months12-24 months Beyond 24 monthsBeyond 24 months 25

26 STEP # 3 - Internal Management Analysis Key Persons IdentificationKey Persons Identification Functional Job AssessmentsFunctional Job Assessments Capacity AppraisalCapacity Appraisal 26

27 STEP # 4 - Leadership Profile Requirements Content Knowledge and TrainingContent Knowledge and Training Functional Skills and AbilitiesFunctional Skills and Abilities Personal Attributes & BehaviorsPersonal Attributes & Behaviors 27

28 STEP # 5 - Succession Scenarios PlannedPlanned UnplannedUnplanned –Extended Absence –Permanent Departure 28

29 STEP # 6 - Creation and Adoption of Guidelines and Procedures Leadership Succession PlanLeadership Succession Plan –Board Policies, Guidelines & Procedures –Three Major Components 1.Board – Adopted Policies 2.Board Chair & Executive Committee Guidelines 3.Scenario Procedures & Processes 29

30 STEP # 7 - The Cost of Succession Planning & Leadership Transition Establishing a Viable Leadership Succession PlanEstablishing a Viable Leadership Succession Plan Leadership Training & DevelopmentLeadership Training & Development Interim Leader ExpensesInterim Leader Expenses Search & Selection ProcessSearch & Selection Process Human: Morale, Momentum, SlackHuman: Morale, Momentum, Slack 30

31 Discourse and Communication Development of CFO and CEO portals and networking opportunitiesDevelopment of CFO and CEO portals and networking opportunities Webinars and teleconferences that feature key content and knowledge about strategies and goals that are workingWebinars and teleconferences that feature key content and knowledge about strategies and goals that are working Specialized segmented meetings for organizations (complex structure meeting)Specialized segmented meetings for organizations (complex structure meeting) Conferences and networkingConferences and networking 31

32 Other Thoughts We need to invest in the Baby Boomer generation (potential consultants)We need to invest in the Baby Boomer generation (potential consultants) There has to be a greater connect between the generation X’s, and Millennial with Baby Boomers in transferring and sharing of info.There has to be a greater connect between the generation X’s, and Millennial with Baby Boomers in transferring and sharing of info. A greater sharing of resources amongst NPO’sA greater sharing of resources amongst NPO’s Sensible mergers and acquisitionsSensible mergers and acquisitions A bigger bridge needs to be built between the for-profit world and the non-profit environmentA bigger bridge needs to be built between the for-profit world and the non-profit environment 32

33 Undraye P. Howard, M.A. Director of Consultation and Leadership Services Alliance for Children and Families 11700 West Lake Park Drive Milwaukee WI 53224-3099 414-359-1040, ext. 3618 uhoward@alliance1.iorg 33


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