Emerging Leadership in Nonprofit Organizations: - Center for
Transcript of Emerging Leadership in Nonprofit Organizations: - Center for
Leadership Academy
Emerging Leadership in Nonprofit Organizations:Myths, Meaning, and Motivations
Executive Summary 3
Introduction 4
PurposeofThisReport 6
The Context of Nonprofit Organizations: Opportunities and Challenges 7
ChangingTechnologies 7
DiverseStakeholders 8
MeasuringImpact 9
CombiningEffort 10
LackingHumanResourceSupport 10
Work-LifeFitExpectations 12
BlurringBoundaries 12
NeedforDevelopment 12
Nonprofit Workforce 13
MotivationandPaySatisfaction 13
TheImportanceofImpact 14
Turnover 14
Learning 15
StructureandFlexibility 16
Recommendations 17
FosterLearningandBuildTalentatAllOrganizationalLevels 18
FosterLearningandBuildTalentintheSector 21
AdapttoChangingWorkandWorkplaceExpectations 23
Measure,Communicate,andConnecttoImpact 25
Recommendations for Future Research 27
References 28
Biographic Information about Authors 29
Appendix: Methods Overviews 33
WorldLeadershipSurvey 33
AppreciativeInterview 34
FocusGroups 35
TABLE OF CONTENTS
To cite from this report, please use the following citation:
KellyM.Hannum,JenniferDeal,LizLivingstonHoward,LinshuangLu,MarianN.Ruderman,Sarah
Stawiski,NancieZane,andRickPrice(2011).Emerging Leadership in Nonprofit Organizations: Myths,
Meaning, and Motivations.(Greensboro,NC:CenterforCreativeLeadership).
2
EXECUTIVE SUMMARY
Since2008,theAmericanExpressNonprofitLeadershipAcademyhasbeendevelopingemergingleaders
inthenonprofitsector.In2010,AmericanExpressandtheCenterforCreativeLeadershipembarkedon
aresearchefforttoadvancetheunderstandingof,andtopromoteexcellenceinthefieldof,nonprofit
leadershipbyfocusingontheneedsofemergingleaders.Twointerlinkedresearchprojectswereconducted.
Surveyandnarrativedataweregatheredfromcurrentandemergingnonprofitleaders.Belowarethecritical
themesfromthiswork.
•Overall,individualsateverylevelfeelasenseofpurposeintheworktheydo.However,individualsat
lowerlevelsaremoreconcernedaboutpaythanarethoseathigherlevels.
•Fewerindividualsarewillingtotakeitonfaiththattheyaremakingapositivedifference;theywant
tangibleevidenceofthedifferencetheyandtheirorganizationsaremaking.
•Individualsmaybemoremarriedtoacausethantheyaretoanorganization.Thenewworkforceis
willingtochangeorganizationsiftheydonotbelievetheyarehavinganimpact.
•Clearorganizationalstructuresandhierarchyareseenasusefultotheextentthattheycontributeto
development,careerprogression,learningopportunities,andregularfeedback.However,whenstructure
andhierarchycreatedobstaclestodoingtheworkorweretooinflexibletoallowforwork/lifebalance
accommodationsorinhibitedcreativity,structureandhierarchywereviewednegatively.
•Individualsmaybemorewillingtostaywithanorganizationiftherearelearninganddevelopment
opportunities;or,conversely,toleaveiflearninganddevelopmentopportunitiesarenotprioritized
bytheorganizationanditsleaders.
•Weneedtoexpandhowwethinkabouttalentdevelopmentandutilizationtoincludeasectorial
perspectiveandfindwaystosupportitatthatlevel.
•Withtheincreaseinmobiletechnologyuse(suchassmartphones)thelinesbetweenworktime
andpersonaltimeareoftenblurry.Individuals,particularlyyoungerworkers,increasinglyhavethe
desiretochoosehowtheymanagetheboundariesbetweenworkandnonworkroles,relationships,
andresponsibilities.
3
Nonprofitorganizationsseektocreatepublicgood.Theyfostercommunityengagementandcivic
participation.Theyrespondtocommunityneedsthatmaynotalwaysrepresentafor-profitmarket
opportunityandmaynotbebestservedthroughafor-profitapproach.Asweareincreasinglyinterconnected
andseektotacklesharedchallenges,nonprofitorganizationsplayanimportantroleinoursocietyandas
theneedforthatroleisgrowing,so,too,isthesector.Accordingtoa2009report(Wing,Roeger,&Pollak)
between1997and2007thenumberofregisterednonprofitorganizationsgrewby30percentandreporting
nonprofitsgrewby60percent.
Muchhasbeenwrittenaboutnonprofitleaders.Toshareabitaboutourperspective,wewanttoanswer
twoseeminglysimplequestions:whatisleadershipandwhoareleaders?Thefieldofleadershipcontains
anabundanceofleadershipdefinitions;almostallofthemaretrue,tosomeextentandinsomecontexts.
Leadershipisnotproducedbyaperson;itissomethingpeoplecreatetogether.Forourpurposeswedefine
leadershipastherolesandprocesses“thatfacilitatesettingdirection,creatingalignment,andmaintaining
commitmentingroupsofpeoplewhosharecommonwork(VanVelsor,McCauley,&Ruberman,2010,p.2).
Inshort,leadershipresultsindirection,alignment,andcommitment.Ourfirmbeliefisthateveryoneengages
inleadershipatsomepointintimeand,therefore,everyonehasthepotentialtobealeader.Leadersmay
operatefromformalleadershiproles(forexample,anExecutiveDirectorofanonprofitorganization)or
informalroles(forexample,acommunityvolunteerwhoiswidelydependedonforadviceandsupport).The
phrase“commonwork”isusedasawaytodefinethefocusofwhereleadershiphappens.Itmayormaynot
bewithinthesameorganizationorthesamecommunity.Commonworkcouldbeaspecificprojectwitha
short-termclearlydefinedgoalorsomethingmoreexpansive,likeimprovingglobalwateraccessandquality.
Theprocessesbywhichdirectionisset,alignmentcreated,andcommitmentmaintainedcanlookvery
differentdependingoncontext.Theprocessesmaybehierarchicalorfluidand,insomecases,theremaybe
verylittleagreementabouthowleadershipshouldbeenacted.
In2010,AmericanExpressandtheCenterforCreativeLeadershipembarkedonaresearchefforttoadvance
theunderstandingof,andtopromoteexcellenceinthefieldof,nonprofitleadershipbyfocusingontheneeds
ofemergingleaders.OurorganizationshostedaresearchsymposiumonNovember5,2010,attheAmerican
ExpressheadquartersinNewYorkCity.Thegoalsofthesymposiumweretobetterunderstandissues
affectingthegrowthanddevelopmentofemergingleadersinthenonprofitsectorandtodeterminewhat
additionalresearchwouldhelpthesectortonavigatethechallengesahead.Thegroupdiscussedthecurrent
stateofandchallengesfacingnonprofitleadersinordertoidentifycriticalareaswheremoreinformation
wouldbemosthelpful.The specific questions addressed included:
• Howareemergingleadersdefined?
• Whatarethecriticalcontextualissuesthataffectemergingleadershipinnonprofits?
• Howareemergingleadersbeingidentifiedforleadershipopportunities?
• Whatiscurrentlyavailablefordevelopingtheleadershipskillsoftheseemergingleaders?
• Whatgapsexistinsupportingthesuccessofthisnewleadership?
INTRODUCTION
4
Thegroupinitiallysoughttodefineemergingleadersandfoundthetaskmoredifficultthanimagined.
Emergingleadersdoesnotnecessarilymeanyoungleadersorleadersfromaspecificgeneration.
The group finally determined that the following characteristics best defined emerging leaders in nonprofits:
•Workinginanonprofitorganization
•5-15yearsofexperienceinthenonprofitsector(thoughwealsorecognizethatleaderswithsignificant
experienceinothersectorsmaytransferintothenonprofitsectorandtheywouldalsobeseenasemerging
leaders);andtheremaybeyoungpeoplewhofoundnewnonprofitswhoareboth“emergingleaders”by
agebut“leaders”byposition/role)
•Potentialforassuminghigherlevelsofleadershipresponsibility
•Desireforassumingformalleadershiproles
•Demonstratedcommitmenttothenonprofitfield/socialimpact[thiscommitmentcouldbetoa
specificcause(e.g.,breastcancertreatment),ageneralcause(e.g.,healthaccess),ageographic
area(e.g.,NewYorkstate),etc.].
Asaresultofourdiscussion,twointerlinkedresearchprojectswereconceived.Inthefirstproject,the
WorldLeadershipSurvey(WLS)wasadministeredtononprofitleadersandcombinedwithdataalready
gatheredfromfor-profitleaders.Thesurveygathersinformationontrendsinleadership,aswellasissues
thatleadershavetodealwitheverydaysuchaswhatemployeeswantintheirleaders,trustandethicsin
effectiveorganizations,employeeengagementandretention,generationaldifferences,andattitudesabout
work.Thesedataareusedtopinpointtheprimaryissuesfacingnonprofitleaderstoday.Becauseofthesize
ofthedatabase,wealsoexaminedifferencesinexperiencesandexpectationsamonggenerationalcohorts
ofleadersandcompareresponsesfromnonprofitleaderswiththosefromfor-profitleaders.Thesecond
researchprojectusednarrativeapproachestogatherleaders’perspectives,intheirownwords,abouttheir
experiencesandexpectations.Combiningthesedatasourcesandexaminingtheminthecontextofother
researchshedslightonemergingleadershipchallenges,inordertoidentifypracticalrecommendations.
5
GENERATIONS DEFINED
SilentGeneration Born1925-1945
EarlyBoomers Born1946-1953
LateBoomers Born1954-1963
GenerationXers Born1964-1980
Millennials Born1981-2000
Purpose of This Report
Thisreportcontributestotheunderstandingof,andconversationabout,howtodevelopemergingleadersin
thenonprofitsector.Itisamultifacetedundertaking.Leadershipandleadershipdevelopmentcanoccurin
smallways,butiftheintentisforthenonprofitsectortoachievegreatercollectiveimpact(andwebelieve
thatitis),thereismuchworktobedoneprimarilybecauseofthegrowthofthesectorandthecomplexityof
challengesaddressed.Thegoodnewsisthatweseeshiftstakingplacethatpositionthesectorforgreater
impact,thoughwearenotblindtothesignificantchallengesfacingthesector.
Wehavewrittenthisreporttobeaccessibletomultipleaudiences.Whilethisreportisinformedbyresearch,
wedidnotsetouttowritearesearchreport.Weidentifiedthecriticalstakeholdergroupsthatwethought
wereessentialtoincludeinaconversationaboutdevelopingandsupportingeffectiveleadershipinthe
nonprofitsector.This report is intended to speak to these multiple audiences, including:
•CurrentNonprofitLeadership(includingExecutiveDirectors,Boards,etc.);
•EmergingNonprofitLeaders;
•ProvidersofLeadershipDevelopmentforNonprofitOrganizations;
•FundersofNonprofitOrganizations.
6
Thenonprofitsectorisextremelydiverseintermsoftheorganizationsitencompassesandtheworkit
undertakes.Somenonprofitorganizationsarebrandnew;somehavebeenaroundfordecades.
TheNationalCenterforCharitableStatisticsdevelopedtheNationalTaxonomyofExemptEntitiesCore
Codesclassificationsystemwhichdividesnonprofitorganizationsinto26majorgroupsunder10broad
categories(includingArt,CultureandtheHumanities,Education,EnvironmentandAnimals,Health,Human
Services,etc.).Withinthesevariedcategories,therearesimilarlyvariedorganizations.Theorganizations
mayfocusonactivitiessuchasresearch,directservice,advocacy,andtechnicalassistance,oracombination
oftheabove.Somehaveonlyahandfulofstaff;someemploythousandsofpeople.Operatingbudgets
rangefromafewthousanddollarstomillionsofdollars.Itisdifficulttomakestatementsthataretruefor
allnonprofits.Thus,whilewemakegeneralizationsaboutthestateofanddemandsonthenonprofitsector,
werealizethatnoteverythingistrueineveryinstance.Onestatementwearepositiveistrueacrossall
nonprofitsisthateffectiveandsustainedleadershipisvitaltoeffectiveness.
Theworldisincreasinglyinterconnectedanddynamic.Leadershipsitsinthemiddleofthechurn–both
drivingtrendsandbeingaffectedbythem.Whilethesectorhasaccesstoanenergetic,passionate,and
creativeworkforceandtonewtools,therearealsochallengesthatmakeitdifficultfororganizationsand
theirleadershiptoflourish.WilliamAshby’s(1956)LawofRequisiteVarietysuggeststhatfororganizations
toeffectivelyadaptandcopewithacomplexenvironmentthevarietyofitsinternalordermustmatch
thevarietyoftheenvironmentalconstraints.Whilefor-profitsfacesimilarchallenges,manynonprofitsdo
nothavetheaccesstoresourcestoenablethemtocopewiththepaceandscaleofchange.Inaddition,
thestrategiesthatworkinfor-profitorganizationsmaynotfitaswellinthenonprofitsector.Asnonprofit
organizationsandtheirleaderslooktothefuture,thereareopportunitiesaswellaschallengesassociated
withthesetrendsthatwewillexploreinmoredepthtohelpnonprofitorganizationscontinuetosucceed.
Thesetrendswereidentifiedbytheresearchteamthroughafacilitatedconversationabouttheirexperiences
inthenonprofitsector,andwhatisspecifictothenonprofitsector.
Changing Technologies
Everygenerationhasprobablyhadtheimpetustobetterserveandimprovetheworldaroundthem.
Themotivationtohaveanimpactisn’tnew.Thetoolsandresourcesavailablenow,however,aredifferent.
Inrecentyears,nonprofitshavebeenontheleadingedgeofnewtechnologyinordertoraiseawareness,
mobilizestakeholders,andbuildcommunity.Forexample,usingdatabaseandcommunicationtechnology,
theNationalMarrowDonorProgram’sBetheMatchregistrygathersinformationaboutvolunteerswillingto
donatebonemarrowandconnectsthemwithpatients,doctors,andresearchersonascalehardtoimagine
30yearsago.CaringBridgeprovidesfreewebsitesthatconnectpeopleexperiencingasignificanthealth
challengetofamilyandfriends.TheGenerationProjectconnectsyoungdonorsandtheirgiftsdirectly
withteachersandstudentsinneed.Technologicaladvancementsarechangingthetypeofworknonprofit
organizationsengagein,andhowtheyaccomplishtheworkthattheymayhavebeendoingfordecades.
THE CONTEXT OF NONPROFIT ORGANIZATIONS: OPPORTUNITIES AND CHALLENGES
7
Diverse Stakeholders
Manyfor-profitentitiesareprimarilyconcernedwithshareholders,customers,andemployees.Nonprofits,on
theotherhand,mustengagewithafarmoreexpansivesetofstakeholders,allofwhomareseekingdifferent
relationshipsandconnectionswiththenonprofit.Figure1illustratesthestakeholderwheelofaChicagoarea
nonprofit.Thisorganizationconsidersnotonlyitsclientsandemployeesasstakeholders,butalsoitsdonors
(individual,foundation,andcorporate),thelocalgovernmententities,variousboards/committees,volunteers,
andothersasitskeystakeholders.
Nonprofitleadersmustlearntoeffectivelynavigateandbuildconsensusamongstitsmultipleanddiverse
stakeholders.Boardsofnonprofitorganizationsarealmostalwaysvolunteerorassociatedwithminimal
compensation.Thediversenatureofnonprofitorganizationscreatestheneedforadiversematrixofskills,
experience,andperspectivesinindividualboardmembers.Nonprofitboardsarenotalwaysclearabouthow
theycanbestcontributetotheorganization’sgrowthanddirection.
FIGURE 1. SAMPLE STAKEHOLDER WHEEL
8
Nonprofit
BoardofTrustees
Volunteers
Employees
Members
Visitors
ProspectiveMembers/
Donors
LocalGov’t/ParkDistrict
OtherBoards
AuxiliaryWomen’s
Donors:Corp.Indiv.Fdn
Copyright 2009, Honack and Howard, Kellogg School of Management. All Rights Reserved.
9
Nonprofitsalsooftenhaveavolunteerworkforcewhodoesnotdependontheorganizationforincome
andmaychoosetoleaveatanytime.Thesevolunteersprovideacriticalhumanresourcetothenonprofit.
Theirmotivationsarevariedandtherewardstheyareseekingareasdifferentastheindividualsthemselves.
Nonprofitleadersneedtoplaceapriorityonattractingandretainingvolunteersaswellasstaff.
Fundersordonorsmayalsohavetheirideasabouthowtheorganizationshouldbeled,andhowtheirfunds
shouldbeusedtosupportthemission.
Theabilitytoprovideleadershipinthecontextofdiversestakeholdergroupsisimportantfornonprofit
executivesandboardmembers.Donorsareincreasinglymoresophisticatedandmore“empowered”in
theirphilanthropy.Therearemanycompetitorsfortheirgenerosityandnonprofitleadersmustbeable
toarticulatetheimpactthosedonationshaveonthemission.
Measuring Impact
Measuringsocialimpactismorecomplexthanmeasuringprofitsandlosses.Anonprofitorganization
canmonitoranddemonstrateeffort,butmeasuringtheimpactofthateffortismorechallenging.
Measuringthenumberofmealsservediseasierthandemonstratingareductionintheprevalenceof
hungerinacommunity.
Contributingtothischallengeisthefactthatsustained,measureablesocialimpacttakestimetoevolve.
Thetimehorizonforchangeinthenonprofitsectorcanoftenbelongertermthaninthefor-profitsector.
Thechainofimpactmaybeginwithprovidingaresourceto,orservicefor,anindividualorgroup,but
thedesiredchangeisoftenatthesocietallevelanditcantaketimetocreatethatlevelofchange.
Furthermore,theissuesaddressedbynonprofitsareoftencomplexanddrivenbymultiplefactors–
political,environmental,personal,andsocial.Itishardtolinksocialimpacttoa“cause”relatedtowork
donebyanonprofitorganization.
Thenonprofitfundingenvironmentdoesnotalwayssupportmeasuringsocialimpact.Giventherelatively
lowsuccessrateformedicalexperiments,itisreasonabletoassumethatthesuccessratefornonprofit
interventionsmayalsobelow.Definingandworkingtowardssuccessrequiressustainedeffortandthatcan
beexpensive.Inaddition,itisdifficulttoadopta“failsoon,failoften”approachwhenfundingisridingon
successandcompetitionishigh.Finally,asmentionedabove,nonprofitleadersanswertoalargenumber
ofstakeholders.Thesestakeholdersallhavedifferentmotivationsand,thus,differentexpectationsand
measuresofsuccess.Defining,measuring,andcommunicatingsocialimpactwithmultiplestakeholder
groupsisacomplexandsubstantialundertaking.
Combining Effort
Thecurrenteconomicclimatehasencouragedmanyconversationsandpredictionsaboutmergersand
partnershipsinthenonprofitsector.Manystakeholders,particularlyfunders,aresuggestingthatnonprofit
organizationsworkmorecloselytogether.Thereappeartobetwomainmotivationsforthis.Onemotivation
istoreducecosts.Byjoiningforces,somenonprofitscanrealizecostsavingsthroughsharedresourcesand
better(bulk)pricing.Outsourcingfunctionsisanotheroption.Somenonprofitsarepoolingfundstohirea
bookkeeperorhumanresourcefunctions.Astrongexampleistheriseofcooperativesacrossthecountry.
InChicago,forexample,theBackOfficeCooperativehasbroughttogethermid-sizedsocialserviceagencies
toleveragescaleandbestpracticestodrivedownbackofficecosts(http://www.backofficecoop.com/).
InPittsburgh,theCDCollaborativeisavoluntaryassociationofsevenorganizationscommittedtoopen
communicationandcoordinationabouttheirindividualprojectsinfourtargetneighborhoods;othergroups
liketheGreaterPhiladelphiaUrbanCoalitionandtheTidesCenterserveasfiscalsponsorsandprovide
the“umbrella”underwhichsmallernonprofitscanfindneededservices.Aconcernraisedinourresearch
wasthattwoorganizationsmaybeabletogetmoremoneyindependently,sopartneringmaynotincrease
resourcesbutratherhaveanegativeeffect.Thesecondmotivationisthatsubstantivesocialimpactrequires
big,coordinatedeffort.Itisunclearwhatshapethecombinationofeffortswilltake.Nonprofitstaffand
boardsmaybereluctanttoletgooftheidentityofanonprofitand,thus,notconsidermergerasanoption.
Onepositiveoutcomeofthistrendmightbeahighercoordinationwithinthenonprofitsector,andbetween
nonprofitorganizationsandothersectors.
Lacking Human Resource Support
Whilesomenonprofitorganizationshavesophisticatedhumanresource(HR)systems,manydonothave
dedicatedHRfunctionsortrainedHRstaff.HRprofessionalscouldassistnonprofitorganizationswithhiring,
roleclarification,staffdevelopment,compensationpolicies,andperformancemanagement.BecauseHR
tendstobeunderfunded,nonprofitorganizationsmaystrugglewithidentifyingtheskillsetandexperience
needed,conductingathoroughsearchfortherightfit,andprovidingonboardingfornewstaff.Trackingthe
paidandvolunteerworkforceandprovidingadequatetrainingandoversightareamongtherolesforHR.
Somefoundations,likeTaproot,arespecificallyfocusingonclosingthisgap.
10
11
Work-Life Fit Expectations
Theriseofnewtechnologiesandneworganizationalformssupportsandenablesashifttowardsamore
flexibleworkforce.Withincreasedtechnicalconnectivity,thereisanincreasedexpectationthatindividuals
canbeavailableorworkinganywhere,atanytime.Technologiessimultaneouslyincreasethefluidityof
modernlifeandprovideamechanismformanagingthefluidityofthemodernlife.Theincreasingdiversityof
theworkforceandchangingsocialnormsalsocontributetoshiftsinexpectationsabouthowworkand
nonworkrolesandresponsibilitiesaremanaged.Findingnewwaystohelporganizationsandtheworkforce
tobeproductiveandeffectiveinthemidstofthesechangeswillbeagrowingchallengefornonprofitleaders.
Blurring Boundaries
Theboundariesofthenonprofitsectorhavealsoblurredasneworganizationalformshavedeveloped,
suchasthelow-profitlimitedliabilitycompaniesorL3Cs,CertifiedBCorporations,andsocialenterprises.
Youngerleadersareconcernedwithsolvingsocialproblemsthroughtheirworkandlessinterestedinthe
organizationalformoftheiremployer.Timewilltellifthesenewformsareenduring,buttheriseofnew
waysofthinkingaboutorganizationssuggeststhatfor-profitandthenonprofitsectorsarenotfully
addressingtoday’schallengesandharnessingtoday’sopportunities.
Need for Development
A2006reportaboutaforthcomingleadershipdeficitinthenonprofitsector(Tiereny)putaspotlighton
thegrowingneedforleadershipandleadershipdevelopment.Thenotabledipintheeconomyhaspeople
workinglongerthanexpectedandhelpedtoquelltheexodus,buttheneedforleadershipdevelopment
hasnotsubsidedasjobsarebeingcreatedwithinthesector(Simms&Trager,2009).Thereisgreater
recognitionoftheimportanceofdistributedleadershipratherthanasingleleader,andofhavingleadersthat
arediverseinmultipleways.Thus,newleadersandnewkindsofleadershiparecalledfor.
Theneedforleadershipdevelopmentinthenonprofitsectorisn’tsomethingthatishighlycontested.So
whyisn’tithappening?Oneissueistheperceptionthatthere’snotimeforit.Staffmemberstendtohave
overloadedschedules,andprovidingdirectservicestendstobewhystaffmembersareemployedand
whattheyareexpectedtodo.Engagingindevelopmentisperceivedtobetimeawayfromworkingon
themission.Fundersandboardsoftenreinforcethisnotionbyfocusingfundsondirectservice.Uncertain
revenuestreamsforsomenonprofitsputthefocusongeneratingormaintainingfunding(inordertokeep
operationsgoing),ratherthanengaginginactivitiesthathavealonger-termhorizon.Itcanbedifficultfor
nonprofitorganizationstodefendexpendituresrelatedtooverheadandcapacity.Inaddition,thereisoften
notdedicatedHRstafftohelpidentifyappropriateprofessionaldevelopmentopportunities,orlearningpaths,
foralllevelsoftheorganization.WithoutstrongerHRsystems,nonprofitorganizationswillnotbeabletobe
learningorganizationsattractingandretainingthebestandbrightestworkerstomeettheirmissions.
12
13
Inthissection,weexaminethenonprofitsectorfromaworkforceperspectivetogaininsightintowhat
motivatestheworkforce,howpeoplefeelabouttheirwork,andwhatchangesthey’dliketosee.
Werelymoreheavilyonthedatawegatheredusingthreedifferenttechniques:survey,focusgroups,and
appreciativeinquiryinterviews.Ourquantitativedatasuggeststhatmorecommonalityexistsbetween
generationsthannot—manydifferencesdisappearafteraccountingforage,careerlevel,andotherfactors.
Inmostcasesourobservationsapplytoallgenerations,butwecalloutonesthatwereparticularlyrelevant
toyoungergenerations.
Inthissectionwefocusonthethemesweexploredthroughourresearch.Overall,respondentsindicatethat
theyarecommittedtotheirorganizations,satisfiedwiththeirjobs,contentwiththeirpay,and,ingeneral,do
notintendtoturnover.Peoplearedrawntononprofitworkbecauseoftheirpassionforthemission.People
generallyagreethattheyfeelsupportedbytheirorganizationandboss,thattheirorganizationissocially
responsible,andthatorganizationalpoliticsisn’tamajorissue.Peoplegenerallyfeelthereismanagement
supportforfamily,buttheystillexperiencework-familyconflictandperceivetheretobemoderatecareer
consequencesformakinguseofavailablefamily-friendlyprograms.
Motivation and Pay Satisfaction
Overall,thereisasenseofpurposeateverylevel.Respondentsreporthigherlevelsofintrinsicandidentified
motivationthanextrinsicandintrojectedmotivation.Thisshouldpleaseemployers,managers,andbosses
becauseintrinsicmotivation(findingjoyinyourwork)andidentifiedmotivation(feelingdriventoachieve
goals)arecloselyassociatedwithproductivity,engagement,andinnovation(Amabile,1983;Bono&Judge,
2003).Atthesametime,peopleatlowerlevelsaremoreconcernedaboutpaythanarepeopleathigher
levels(seeFigure2).Thissuggeststhattheremaybeathresholdunderwhichpayincreasesinimportance.
Whilewedonotknowthecause,wespeculatethatpayforsomehourlyandentrylevelnonprofitemployees
maynotallowthemtobefinanciallyindependent.Whileworkinginanareathatisrewardingintrinsically
maybeemotionallyfulfilling,theemotionalfulfillmentismoredifficulttoexperiencewhenyoufeel
financiallyunstable.Forexample,ifanindividualisworriedaboutpayingrentandpayingbills,meaningful
workisunlikelytobeenoughtokeephimorherhappy.Oncethatthresholdismet,paymaybecomeless
important.Forexample,nonprofitexecutivesareamongthemostsatisfiedwithpay,whichmaybetheresult
ofhavingmeaningfulworkaswellasadequatecompensation.Conversely,itshouldbenotedthatSimmsand
Trager’s(2009)researchsuggeststhatinadequatecompensationremainsabarrierforattractingleaders
tothenonprofitsector.Dataaboutworksatisfactionsuggestthattheintrinsicrewardsofnonprofitwork
couldbefurtherleveraged.
NONPROFIT WORKFORCE
14
FIGURE 2. SATISFACTION WITH PAY BY PROFIT STATUS AND ORGANIZATION LEVEL
The Importance of Impact
Peoplewanttoseetheimpactoftheirorganization’sworkandoftheirworkspecifically.Itisnotjustamatter
ofworkingforanorganizationthathasanimpact,butalsoseeingthevalueandimpactofthespecificwork
theyaredoing.Italsoappearsthattheconversationaboutimpact,ingeneral,isgettingmoresophisticated.
Fewerpeoplearewillingtotakeitonfaiththattheyaremakingapositivedifference;theywanttangible
evidenceofthedifferencetheyaremaking,andtounderstandthebiggerpictureofhowdiverseelements
cometogethertomakeadifferenceortosolveasocialproblem.
Turnover
Regardlessofwhethertheyworkedinthefor-profitornonprofitsector,Millennialswereslightlymorelikelyto
saythattheyintendedtoleavetheirorganization,orturnover,thanwereoldergenerations(seeFigure3).
Sat
isfa
ctio
n w
ith
Pay
(M
ean
Sco
re)
For Profit Nonprofit
2
0
4 Top/Executive
Upper Middle
Middle/Professional
Hourly/Entry Level
FIGURE 3. INTENTION TO TURNOVER
Inte
nti
on
to
Tu
rnov
er
(Mea
n S
core
)
2
1
0
3
Silent Early Boomer Late Boomer Gen X Millennial
1.92 1.94
2.19 2.22
2.63
Thisisconsistentwithresultsfrompastresearchwhichshowsthatyoungerpeople(regardlessofgeneration)
aremorelikelytochangejobsthanareolderpeople.Commentsfromthefocusgroupsandinterviews
suggestthat,inthiscase,Millennialsthinkingaboutchangingjobsmaybelinkedtothedesiretohaveand
seeanimpactinawaytheydonotintheircurrentposition(asindicatedabove).Resultsfromthefocus
groupssuggestthatwithinthenonprofitsector,peoplemaybemoremarriedtoacausethantheyaretoan
organization.SaidoneMillennial,“Today’scollegegraduatesarenotlookingforacareer,butlookingforthe
experiencesthatwillenablethemtomovefromjobtojob.”EchoedanMBAMillennial,“Wearetransient.
Wemove.Wearegeneralists.”Withthisfocusonthecausecomesawillingnesstochangeorganizationsifa
persondoesnotbelieveheorsheishavinganimpacttheybelievetheycouldinanotherjob.
Learning
Thereisastrongdesireforgreaterlearning
anddevelopmentopportunities.Classroom
andtechnology-enabledlearningopportunities
thatresultindegreesandcredentialsremain
important,butthereisarealdesirefor
hands-onlearningthatisclearlytransferrable
totheworkplace.Inoneofthestudentfocus
groups,studentsexpressedthattheywanted
regularopportunitiestolearn.Thestudents
wantedopportunitiestobeinnovativeand
creative.Theyappreciatedenvironmentswhere
theyhadthefreedomandflexibilitytogather
inputanddevelopsolutions.Onestudentsaid“Ican’timaginebeinginaplacefor15years.Whatmotivates
meistolearnnewthingsanddonewstuff;butIdon’tbelieveanorganizationcankeepreinventingitself
tooffermenewthings.IfI’mnotlearning,Ilosemymotivation.Iwanttobemarriedtoacause,notan
organization.”Peopleofallgenerationswanttobementored,andtheyalsowanttomentorothers.This
desiretolearnanddevelopcouldbeasignificantassetfornonprofitorganizationsiffullyleveraged.Given
thelimitedstaffandscopeofsomenonprofitorganizations,figuringouthowtokeeptalentedpeopleinthe
sectormay,attimes,bemorebeneficialthantryingtokeeptheminanorganization.
15
I can’t imagine being in a place for 15 years.
What motivates me is to learn new things
and do new stuff; but I don’t believe an
organization can keep reinventing itself to
offer me new things. If I’m not learning,
I lose my motivation. I want to be married
to a cause, not an organization.
Focus Group Participant
Structure and Flexibility
Emergingleadersdesiredbothstructureandflexibilityintheworkplace.Whatinitiallyappeared
paradoxicalcouldbeeasilyexplained.Clearorganizationalstructuresandhierarchywereusefulwhen
theycontributedtodevelopment,careerprogression,learningopportunities,andregularfeedback.
Whenorganizationalstructuresandhierarchycreatedobstaclestodoingtheworkorwastooinflexible
toallowforwork/lifebalanceaccommodationsorinhibitedcreativity,theywereviewednegatively.
Youngergenerations(GenXersandMillennials)feeltheyhavemorework-familyconflictthanolder
generationsdo(BabyBoomersandSilents),andyoungergenerationsbelievetherearegreaterconsequences
formakinguseofavailablefamily-friendlyprograms.Theybelievethattechnologycanbeusedasastrategic
tooltoincreaseefficiencyandtoimprovework-lifebalance,buttheyalsohadtobeabletodisconnectfrom
work(whichwasproblematicforthem).Withtheincreaseintechnologyuse(e.g.,carryingBlackberriesand
emailaccessibleathome)thelinesbetweenworktimeandpersonaltimeareoftenblurry.Technologyis
partoftheproblem,andmanybelievethatitisgoingtobeacriticalpartofthesolutionaswell.
SomethinginterestingthatwenoticedwasthatGenerationXerssometimefeelcaughtinthemiddle;
“struggling”asonewomancommented“tofindastronganddistinctivevoice”GenerationXisthefirst
generationthatissmallerthantheprecedingandsubsequentgenerations.Byandlarge,BabyBoomersrun
theorganizations,andMillennialsarethenewhireswhoaremakingalotofnoise.GenXershavetomake
suretheworkgetsdone,whilemanagingtheconflictsbetweenthepeopleatthetop(primarily
BabyBoomers)whoknowhowtheywantthingsdone.Thenewhires(primarilyMillennials)thinkthey
knowhowthingsshouldbedoneandarefrustratedthattheycan’tgettheorganizationstoshifttodo
workinthewaytheythinkwouldbemosteffective.SaidoneGenXer,“Inmymid-30’s,Iamstuckinthe
middle.”Anotheragreed,“The‘sandwich’generationdoesn’tleavewithoutapaycheckandI’mjealous
oftheyoungergenerationwhoisnotworriedaboutfinancialsecurity.Theirfreedomisamazing.”
16
Basedonourinterpretationoftheavailableinformation,wedevelopedthefollowingrecommendations.
Weorganizedourrecommendationsbykeythemeswhicharenotmutuallyexclusive.Theserecommendations
includesomeeasy,low-costideas,butsomerequireasignificantshiftwithinthesectorandamongthose
dependingonandsupportingthesector.A2011reportfromCompassPointandtheMeyerFoundation
(Cornelius,Moyers,Bell,Brown,&Scott,2011)indicatesthat46percentofnonprofitexecutivesindicated
theirorganizationhadcashreservesthatwouldlastfewerthanthreemonths.Investingincapacitywhen
itisunclearthattheorganizationwillbeabletocoverexpensesandmaintainoperationsisseemingly
counterintuitive.However,amyriadofreportsindicatesuchaninvestmentisexactlywhatisrequired
(AmericanExpressNGenFellows,2011;Enright,2006;Simms&Trager,2009;Tiereny,2006).
RECOMMENDATIONS
17
18
Foster Learning and Build Talent at All Organizational Levels
Peopledesiremorelearninganddevelopmentopportunities.Peoplemaybemorewillingtostaywithan
organizationiftherearelearninganddevelopmentopportunities;or,conversely,toleaveiflearningand
developmentopportunitiesarenotprioritizedbytheorganizationanditsleaders.Ourqualitativedata
suggestthatrisingnonprofitleadersemphasizeexperientiallearningandskillbuilding,notjustgettinga
degreeorearningcredentials.Theneedfortalentwithinthesectorisgreat.Thenonprofitsectoristackling
someofthemostcomplexissuesfacingoursocietyand,inmanycases,doingsowithinadequateresources
andinfrastructure.Fosteringlearningandbuildingtalentatalllevelsisessentialtoattractingandretaining
talent,andtotheeffectivenessoforganizationsandthesectoroverall.
Whilesomelearninganddevelopmentopportunitiesarelowornocost,thereisaneedtoinvestmoreinstaff
andinthetalentdevelopmentfunctionoverall.Ofteninvestmentsaretooexpensiveforanorganization,
and/orfrowneduponbyboardsandfunders.Findingwaystodemonstratethevalueandimportanceof
investmentsintalent,especiallyasitrelatestomissionfulfillment,iscriticaltoincreasingthepriorityof
theseexpendituresamongnonprofitleadersandfunders.
Current Leadership
•Understandthetalentavailabletotheorganization.Identifyifstaffmembersarebeing
underutilizedorincorrectlyutilized.
•Discusstheimportanceofinvestingintalentwiththeboard.Seektoprioritizeinvestmentsin
learningbudgets,andtoidentifywaystheboardmaybeabletohelpadvancelearning(suchas
servingasmentorstostaff).
•Providesystematicapproachesforlearningandcultivateacultureofgrowthanddevelopment.
Engageinstrategicrisktakingsoindividualscanlearnbyexperienceandsharetheirlearning.
Specific ideas include:
• Developpeoplethroughchallengingassignments(Developmental Assignments: Creating Learning
Experiences without Changing JobsbyMcCauleyisagoodresourceforthis).Giveindividualsexplicit
responsibilityandaccountabilityovertasks,clients,people,and/ordecisions.
• Examineandattendtothetrainingneedsofboardsandvolunteers(resourcesfromorganizations
likeBoardSourceandtheCenterforNonprofitManagementmaybehelpful).
• Useevaluationsasopportunitiestoreflectandlearnaboutwhatisworkingandwhatcould
beimproved.Linklearningtohavinganimpact.Hostcollectivediscussionsinwhichreflectionand
actionarethenorm;reinforcestrategicthinkingandsystemicapproaches,andarticulatethe
benefitsintermsofimpactandefficiency.
continued on next page
• Whenpossible,promoteregularindividualfeedbackandinvestinperformancesystems.
• Createskillshareopportunitiesthatareenergizingandinformativeforstaff.Involvestaffin
cross-functional/interdisciplinaryteamstotacklestrategicissues.
• Createopportunitiesformentoring,includingprovidingtrainingforsupervisorstobecomebetter
mentors.[TheAmericanExpressNGenreportprovideshelpfulinformationonthis.]
•Leveragetrainingopportunitiesasawaytosharetheorganizationalvisionandcreatealignment
ofefforttowardsimpact.
Emerging Leaders
•Identifyapersonalboardofdirectors,committedtohelpingyoubesuccessful.Lookforopportunities
outsidetheorganizationtotakeonleadershipresponsibilities(e.g.,asavolunteerorboardmember).
•Seektounderstandtheorganizationfromdifferentfunctionalperspectives.Interviewleaderswithinyour
organizationandotherorganizationsabouttheirrole.Askthemtohelpyouunderstandyourorganization
andhowworkgetsdone.
•Takechargeofyourexperiencesbyaskingforstretchresponsibilities,seekingmentors,
andbeingamentor.
•Frameyourtalentsinamannerthatdemonstratesyourvaluetoyourorganization,andaskfor
developmentopportunitiestohoneorgainskillsandexperiences.
Funders
•Fundopportunitiesforpeopletolearn.Forexample,providefundingformentoring,coaching,training
programs.Investinmulti-organizationalleadershipdevelopmentandinorganizationalexchanges.
•Makeitarequirementthatmorethanonestaffmemberperorganizationparticipatesandthatthese
membersrepresentdifferentlevelsoftheorganization.Thisapproachwillallowyoutocreateleadership
developmentopportunitiesbeyondtheExecutiveDirectorlevel.
•Lookforopportunitiesforskilltransfersbetweenorganizationsandacrosssectors.
TheTaprootFoundationandUnitedWay’sloanedexecutiveprogramareexamplesofthis.
19
20
Foster Learning and Build Talent in the Sector
Careersareincrediblyfluid;individualsarelikelytochangejobsandchangeorganizationsmultipletimes
duringthecourseoftheirworkinglife.Fosteringlearningandbuildingtalentwithinthesectorisimportantto
keepingtalentedindividualsinthesector,andtoenhancingtheeffectivenessofthesectoroverall.Thisissue
isparticularlydifficultbecauseitishardfororganizationstoinvestintraininganddevelopmentatall,anda
fluidworkforcemakestheinvestmentseemevenmorelikearisk.Whyinvestinsomeonewhomaybegone
intwomonths?Buttherealityispeopledochangeorganizations.Insomecases,thatmaybetheonlyway
forsomeonetoadvancehisorhercareerandtohaveaccesstonewlearningopportunities.Expandinghow
wethinkabouttalentdevelopmentandutilizationtoincludethesectorialperspective,andfindingwaysto
supportitatthatlevel,isimportanttoachievingthebigimpactoftensought.
21
22
Current Leaders
•Createstrongperformancemeasurementsystemstoarticulate,acknowledge,andrewardindividual
andcollaborativecontributionstoimpact.
•Continuetoaccesstalentevenwhenthatpersonisnolongerpartoftheorganization.Usepositive
turnovertocreateambassadorsofyourorganizationwhomaydirectaninfusionofnewtalenttoyour
organization.Keepyourdooropenandstayconnectedtotalentedstaff.Forexample,manycorporations
create“alumninetworks.”Perhapsthisisanopportunitytokeepformeremployeesconnectedtothe
organizationthroughtechnology,annualevents,etc.
•Bepartofandcontributetosector-basednetworks(seetheworkofJuneHolleyat
http://www.networkweaver.com/andBethKanterathttp://www.bethkanter.org/the-networked-nonprofit/)
Emerging Leaders
•Beopenandhonestaboutyourlearningexpectationsandlookforopportunitieswithinthesector.
•Createabroadnetworkthatincludesindividualsworkinginasimilarareabutatotherorganizations.
•Don’tletanegativeexperienceinoneorganizationtarnishyourviewofthesector.
Funders
•Fundand/orhostlearningcirclestostrengthenanddocumentlearningwithinthesector.
•Fundissuesorcausesthatcutacrossorganizations.
•Supporttheflowoftalentwithinthesector,andseekwaystohelporganizationsbuildandmaintain
connectionstotalentedindividuals.
•Fundtalentedindividualstoattractthemtoandkeepthemworkingonimportantcauses.
Leadership Developers
•Identifycross-organizationallearningtopicsandengagecommunityleadersfromacrossthenonprofit
sectortoshareeffectivepractices.
•Createresourcesthatidentifyandsupporteffectivepractices.
•Exploretechnology-baseddeliverymechanismstoreachalargerspectrumofleaders.
•Encourageteam-basedlearning.
Adapt to Changing Work and Workplace Expectations
Ashifttoamoreknowledge-basedeconomyandtheadvanceofmobiletechnologieshaschanged
thedefinitionsandprocessesofproductivity.Itispossibletoworkfromdifferentlocationsandto
worknonstandardhours,andbehighlyproductive.Itisalsopossibletoworknonstopandtoburnout;
workingmoredoesn’talwaysleadtoachievingmore,andtherearenegativeconsequencestoconsider.
Manypeoplestrugglewithhowtobestmanageworkandnonworkrolesandresponsibilities.
Expectationsaboutproductivityandabouthowworkgetsdonemaynotbeclearorshared.Individuals,
particularlyyoungerworkers,increasinglyhavethedesiretochoosehowtheymanagetheirlife.
Forexample,oneemployeemaywanttoworkfixedhoursinanofficesettinginordertoprotectpersonal
time,andanothermaywanttoworkfromhomeorworknonstandardhoursinordertoblendrolesmore
fluidly.Noonewayofworkingisagoodfitforeveryone.SaidoneMBAstudent,“Wewanttheflexibility
ofwhenandhowwework–athome,intheoffice,variablehours,etc.”
Thereisadesireforflatorganizationalstructuresthatallowforfluidexchanges,thatiscontrastedwith
adesireforcareerprogressionandaclearpathforadvancement.Leadersarecalledontofindwaysto
reconciletheseseeminglyconflictingperspectives.AGenXerparticipantstated,“Weareconflicted.People
wantahierarchysotheyknowhowtoadvance,BUTwantthefreedomtoinnovate.”
23
Current Leaders
•Setappropriateboundariesandexpectations.Communicateclearpolicies,includingperformance
expectationsandthewhere,when,andhowworkisflexible–orifitisnot.
•Focusontheimpactandqualityofwork–notjustthehoursworked.Examinetheassumptionthat
workinglonghoursisaproxyfororganizationalcommitment,orisnecessaryforonetopayone’sdues.
•Makesuretalent(includingyou)isabletoretaintheirhealth.Payattentiontomanagingtheemotional
andphysicalimpactofworkinglonghours.Knowandbesensitivetosignsofburnoutinyourselfandothers.
•Bearolemodelforpayingattentiontoone’swell-beingasanaspectofachievingsustainableimpact.
Alternatively,communicatethatyoumaynotbemodelingwork/lifebalanceinwaythatwillworkfor
everyone,butyouarechoosingtoworkthewayyouwantto(forexample,youmaychoosetowork
longerhoursbecauseyouhaveahigherlevelofresponsibilityoryouhavefewerfamilydemands,etc.).
•Developsuccessionplansacrosstheorganizationandbeclearaboutpossiblecareerpathsandwhat
ittakestomoveforward.
Emerging Leaders
•Understandhowyoucanbemostproductive.Experimentwithdifferentwaysofworkingto
determinewhatworksbestforyou.Whenpossible,negotiatetoworkinthemannerthatismost
productiveandenergeticforyou.
•Recognizeandaddressissuesofpotentialburnout.Althoughitisoftenimportanttoproveyourself,you
alsohavetothinkaboutcreatingpatternsofworkthataresustainable.
•Talktoformalleadersaboutappropriateboundariesandexpectations(getrealisticinformationabout
whatisrequiredandwhatisflexibleinyourjob).
Funders
•Supportorganizationalstructuresandoperationalneeds,includingsuccessionplanningfunds,
sabbaticals,fellowships,cross-training,etc.
•Supporttechnologicalinnovationsthatwillenhanceorganizationaleffectivenessandefficiency.
Leadership Developers
•Provideopportunitiesandsupportforleaderstodeterminehowtheyworkmosteffectivelyandhowto
supportdifferentwaysofworkingtohelpothersbeaseffectiveaspossible.
24
Measure, Communicate, and Connect to Impact
Peoplewanttohaveandtoseeanimpact.Theywanttoseetheimpactoftheirorganizationsandoftheir
workspecifically.Peoplemayleaveanorganizationiftheybelievetheorganizationisnothavingasufficient
impact,oriftheybelievetheirpersonalimpactisnegligible.Conversely,beingabletoseeandtocontribute
positiveimpactinanareaaboutwhichtheycaredeeplycanbeextremelymotivating.Youngerleadersare
particularlyconcernedwiththeimpactoftheworktheydo.QuotesfromMillennialsincluded,“Theresults
keepyougoing”and“IneedtheabilitytoSEEtheimpactIamhaving.”Asmentionedabove,theimpactof
nonprofitworkcanbeverydifficulttomeasure,makingthisadifficultexpectationtomeet.However,more
canbedonetoconnecttheworkofindividualstothemissionandimpactofanorganization,andmorecan
bedonetoarticulateandmeasuretheimpactofnonprofitsandgroupsofnonprofitsworkingtogether.
Itisimportanttokeepinmindthatevaluationdatahasbeen,andcanbe,usedtocutfunding–andthereis
aneedforgreaterstakeholderclarity,alignment,andtransparencyaboutevaluationprocessandpurpose.
Ifpeoplearescaredtoseekinformationaboutandtobehonestaboutwhatisandisn’tmakingapositive
differenceandwhy,thesectorwillbehamperedinitsefforts.
Current Leaders
•Focusonoutcomesandimpactindiscussionswithdiversestakeholders.Thesediscussions
shouldexaminecurrentoutcomes/impactandseekwaystocreateimprovement(inother
words,engageinimpact-drivenlearning).
•Don’tlimityourselftothemetricsfundersasktosee.Seektoolstodefineandmeasureorganizational
impactand,whereappropriate,theimpactofcollaborativeworkwithotherorganizations.
•Usemeasurementtomaketheimpactcasenotjusttofundersbuttoallstakeholders,including
employees,volunteers,clients,donors,andothers.
25
26
•Helpemployeescreateconnectionsbetweenperformancegoalsandthegoals,objectives,andstrategies
oftheorganization.Talktoindividualsaboutthetypeofimpacttheywanttocreate,andlinkthe
outcomesoftheirworktoimpactsoimpactisthefocusofthework.
•Provideregularpositiverecognitionandfeedbackabouttheimpactyouseeindividualsandteamshaving,
andtheimpacttheorganizationishaving.Notallemployeesunderstandorseetheimpactoftheirwork.
Employeesmayappreciatebothprivateandpublicrecognition.
Emerging Leaders
•Learnaboutwaystomeasureimpact.
•Understandthedepthandbreadthofimpactyouwanttohaveinyourwork.
•Maketheconnectionbetweenyourworkandthemissionoftheorganization.Helpotherstakeholders
makethesameconnectionforthemselves.
Funders
•Supportorganizationaleffortstoarticulateimpactandmeasureimpact,bothattheorganizational
levelandwithinthesectorgenerally.Thissupportcouldhelpshapepartnerships/collaboration/
cooperationwithinthesector.
•Supportthedevelopmentofstafftodeterminewhatdatatocollect,howtocollectdatasystematically,
andhowtousedata.Forexample,incorporatingappropriatemethodsandtrackingsystemsthat
collectdataonaregularbasis.
•Framethemeasurementofimpactasalearningexerciseanduseitassuch.Thisapproachwouldinclude
acceptingnegativemeasurementandsupportstrategicrisk-taking,aswellasacknowledgingand
celebratingthesuccessofgranteeslearningandachievingimpact.
•Fundresearchaboutwhatworks,whereitworks,andwhyitworks.Promotethedevelopmentanduse
ofevidence-basedbestpractices.
Leadership Developers
•Helpleadersarticulateaspecificvisionforimpactandhowthatvisioncanbeachieved.
•Assistleadersindevelopingpracticestheycanusetohelpengagepeoplethroughthe
desiretohaveimpact.
•Workwithleaderstocreateorhaveaccesstotoolsthateffectivelymeasuretheimpactoftheir
organization,andassisttheminimplementingameasurementcultureintotheirorganization.
Thelistbelowisnotexhaustive;itismerelyourthoughtsaboutwhatkindsofresearchwouldbehelpful
tothefieldinordertounderstandandmovetowardsimpact.
•Designandtesttalentexchangemodelsbetweenfor-profitandnonprofitorganizations.
•Identifycareermodelsemerginginthenonprofitsector.Dononprofitleadersderailfordifferent
reasonsthanfor-profitleaders?
•Understandwhypeoplearedrawntoandstaywithanorganization,andwhypeopleleaveorganizations
inthenonprofitsector.Whatfeaturesabouttheorganizationoraboutthesectormotivatetheirdecisions?
•Askyoungleaderswhattheythinkabouttheirleadershipidentityandleadershipingeneral.
•Examinethetrade-offsbetweengrowth/learningopportunities,impact,pay,workflexibility,work-life
balanceforcareerchoices.Whatarethehigherpriorityitemsandforwhichgroups?
•Examineideasforhowtoinfuselearninginlow-costbuteffectiveways.
•UnderstandtheexperienceofGeneration-Xersandwhyitisimportanttopayattentiontothem.
•Interviewpeoplewhohaveleft(orjoined)thenonprofitsectorabouttheirdecision,andexaminethe
differencesinresponsesforindividualsworkinginthefor-profitsectorversusthenonprofitsector.
•Studythecollaborationandinterdependenceofnonprofitorganizations.
•Examinehowneworganizationalstructuresimpacttheoutcomesofnonprofiteffort.
•Assesstheimpactofdifferentapproachestoboardtraining.
•Profilesuccessfullearningorganizations.Whatdoestheorganizationdo?Howdoesithappen?
•Interviewthoughtleaderstodevelopnewwaysofthinkingaboutinvestmentsintrainingand
developmentinthenonprofitsector.
RECOMMENDATIONS FOR FUTURE RESEARCH
27
Amabile,T.M.(1983).The social psychology of creativity.NewYork:Springer-Verlag.
AmericanExpressNGenFellows.(2011).Changing the status quo: Intentional succession
planning through leadership development.Washington,D.C.:IndependentSector.
Ashby,W.R.(1956).An introduction to cybernetics.London:Chapman&Hall.
Bono,J.E.,&Judge,T.A.(2003).Self-concordanceatwork:Towardunderstandingthemotivational
effectsoftransformationalleaders.Academy of Management Journal,46,554-571.
Cooperrider,D.(1995).Anintroductiontoappreciativeinquiry.InD.F.Harvey&D.R.Brown(Eds.),
An experiential approach to organization development(5thed.).NewYork:PrenticeHall.
Cornelius,M.,Moyers,R.,Bell,J.,Brown,L.,&Scott,M.(2011).DaringtoLead2011:A national study of
nonprofit executive leadership.SanFrancisco:CompassPointNonprofitServicesandtheMeyerFoundation.
Enright,K.P.(2006).Investing in leadership, volume 2: Inspiration and ideas from philanthropy’s last frontier.
Washington,D.C.:GrantmakersforEffectiveOrganizations.
GrantmakersforEffectiveOrganizations.(2006).Supporting next-generation leadership.
Washington,D.C.:Author.
Hubbard,B.(2006).Investinginleadership,volume 1: A grantmaker’s framework for understanding
nonprofit leadership development.Washington,D.C.:GrantmakersforEffectiveOrganizations.
Krueger,R.A.,&Casey,M.A.(2000).Focus groups: A practical guide for applied research.
ThousandOaks,CA:SagePublications.
McCauley,C.D.(2008).Developmental assignments: Creating learning experiences without changing jobs.
Greensboro,NC:CenterforCreativeLeadership.
Simms,D.,&Trager,C.(2009).Finding leaders for America’s nonprofits.TheBridgespanGroup.
Tiereny,T.J.(2006).The nonprofit sector’s leadership deficit.TheBridgespanGroup.
VanVelsor,E.,McCauley,C.D.,&Ruderman,M.N.(2010).The Center for Creative Leadership handbook
of leadership development(3rded.,pp.2,375-404).SanFrancisco:Jossey-Bass.
Wing,K.T.Roeger,K.L.,&Pollak,T.H.(2009).The nonprofit sector in brief: Public charities, giving,
and volunteering.Washington,D.C.:TheUrbanInstitute.
REFERENCES
28
29
Kelly M. HannumisaSeniorResearchScientistattheCenterforCreativeLeadershipandavisitingfaculty
memberatCatholicUniversity’sIESEGSchoolofManagementinLille,France.Shehasshapedthefield
ofleadershipdevelopmentevaluationaswellascontributedtoourcollectiveunderstandingofinclusive
leadershipprocesses.HerbooksincludeLeadership Across Difference Casebook Packagepublishedby
Pfeifferin2010andThe Handbook of Leadership Development EvaluationpublishedbyJossey-Bassin
2007.ShehasbeenanactiveBoardMemberfortheLeadershipLearningCommunitysince2007.Sheisthe
recipientofmultipleawardsandrecognitionsforherwork,includingtheprestigiousMarciaGuttentagAward
fromtheAmericanEvaluationAssociation.SheholdsaPh.D.ineducationalresearch,measurement,and
evaluationfromtheUniversityofNorthCarolinaatGreensboro.
Jennifer DealisaSeniorResearchScientistattheCenterforCreativeLeadershipinSanDiego,California.
SheisalsoanAffiliatedResearchScientistattheCenterforEffectiveOrganizationsattheUniversityof
SouthernCalifornia(http://ceo.usc.edu/research/affiliated.html).Jennifer’sworkfocusesonglobal
leadershipandgenerationaldifferencesaroundtheworld.SheisthemanagerofCCL’sWorldLeadership
Survey(currentlyin15languages)andtheEmergingLeadersresearchinitiative.In2002Jennifer
coauthoredSuccess for the New Global Manager(Jossey-Bass/WileyPublishers),andhaspublishedarticles
ongenerationalissues,executiveselection,culturaladaptability,globalmanagement,andwomenin
management.Hersecondbook,Retiring the Generation Gap(Jossey-Bass/WileyPublishers),waspublishedin
2007.Aninternationallyrecognizedexpertongenerationaldifferences,shehasworkedwithclientsaround
theworldandhasspokenonthetopiconsixcontinents(NorthandSouthAmerica,Europe,Asia,Africa,and
Australia),andshelooksforwardtospeakingtoAntarcticpenguinsabouttheirgenerationalandleadership
issuesinthenearfuture.SheholdsaB.A.fromHaverfordCollegeandaPh.D.inindustrial/organizational
psychologyfromTheOhioStateUniversity.
BIOGRAPHIC INFORMATION ABOUT AUTHORS
30
Liz Livingston HowardisagraduateofNorthwesternUniversityandholdsanMBAdegreefromtheKellogg
SchoolofManagementatNorthwestern.Ms.HowardistheAssociateDirectorofKellogg’sCenterfor
NonprofitManagementandteachesintheSocialEnterpriseatKelloggProgram.Shedevelopedandteaches
curriculumforMBAstudentsandnonprofitexecutives.Ms.HowardservesastheAcademicDirectorfor
avarietyofnonprofitexecutiveeducationcoursesandhasdesignedseveralcustomexecutiveeducation
programs.Previously,sheservedasAssistantDeanforDevelopmentforKelloggfrom1994to2003.Inthat
role,shewasresponsibleforthefund-raisingactivitiesoftheKelloggSchoolincludingalumniandindividual
solicitation,corporateandfoundationgrants.PriortojoiningtheKelloggSchool,Ms.Howardservedasa
fund-raisingconsultantwithCharlesR.Feldstein&Company,basedinChicago.Heradditionaldevelopment
workwasasDirectorofDevelopmentfortheChicagoTourismCouncil/Mayor’sOfficeofTourismfortheCity
ofChicagoandReginaDominicanHighSchool,Wilmette,Illinois.Outsideofherprofessionalresponsibilities,
Ms.HowardhasbeeninvolvedwithanumberofphilanthropicorganizationsinChicago.Currently,sheis
PresidentoftheSchoolAdvisoryBoardforStNorbertSchoolinNorthbrook,aboardmemberofthe100Club
ofChicago,andamemberoftheEconomicClubofChicago.Shehasprovidedconsultingservicesforahost
oflocalnonprofitsintheareasoffund-raising,marketing,strategicplanning,boardgovernance,leadership
succession,andcapacitybuilding.
Sarah StawiskiisaResearchAssociateattheCenterforCreativeLeadership(CCL®)inGreensboro,NC.
Shehasexpertiseinsmallgroupdecisionmaking,businessethics,andprogramevaluation.Shehasauthored
orcoauthoredanumberofpublicationsonthesetopics,including:Theeffectsofethicalclimateongroupand
individualleveldeceptioninnegotiation;Sharedcognitionandgrouplearning;Employmentandretirement
concernsforpersonswithdevelopmentaldisabilities;andConnectingfracturedlivestoafragmentedsystem:
ChicagoHousingforHealthPartnership.BeforecomingtoCCL,SarahworkedforPressGaneyAssociates,a
healthcarequalityimprovementfirm.SheholdsaB.A.inpsychologyfromtheUniversityofCalifornia,San
Diego,andanM.A.andPh.D.inappliedsocialpsychologyfromLoyolaUniversityChicago.
(continued on next page)
Linshuang LuisaConsultantatPraxiswheresheassistsnonprofitsandmission-drivenbusinesseswith
strategicandfinancialplanning,governance,businessliteracytraining,andownershipculturedevelopment.
LinshuangisamemberoftheteachingteamforAccountingforAssetDevelopmentandEconomicand
FinancialFoundationsofSocialPolicy,graduate-levelcourseintheSchoolofSocialPolicy&Practiceat
theUniversityofPennsylvania.LinshuangguestteachesintwocoursesattheUniversityofPennsylvania’s
NonprofitLeadershipforSocialChangeMastersProgramontopicsrelatingtononprofitaccounting,strategic
financialplanning,financialgovernance,andfinancing.LinshuangworkedpreviouslyatNonprofitFinance
Fundwhereshetaughtworkshopsandprovidedconsultingservicestononprofitsinfinancialplanning,
management,andeducation.LinshuanggraduatedsummacumlaudefromtheHuntsmanJointDegree
ProgramattheUniversityofPennsylvania,withaB.S.ineconomicsfromtheWhartonSchoolofBusinessand
aB.A.ininternationalstudiesandcomparativeliterature.Shehasalsocompletedgraduatelevelcoursework
insociologyresearchmethodsandstatistics.
Nancie ZaneisasocialpsychologistandaPrincipalwithPraxisConsultingGroup.For25years,Nanciehas
workedwithnot-for-profitandpublicsectororganizationstohelporganizationsbuilddiverseleadership
teamsaswellasrealigntheirorganizationalpurpose,culture,andgovernancestructuresthroughinnovative
visioningandstrategicplanningprocesses.NancieheadsthecoachingpracticewithinPraxisandhascoached
andtaughtintheWhartonAdvancedManagementandtheWhartonExecutiveEducationProgramandis
certifiedinClarkeWilsonandtheEQIassessmenttools.NancieisonthefacultyoftheOrganizationDynamics
ProgramandtheNon-profitLeadershipProgramattheUniversityofPennsylvaniawheresheteachescourses
inOrganizationalDiagnosis,GroupandTeamDynamics,andStrategicThinkingandPlanning.Inaddition,
Nanciehasdesignedanddeliveredcoursesonnonprofitleadership,womenandleadership,andintergroup
relations,andwasavisitinglecturerattheUniversityofHaifaandtheGoldaMeirCenterinHaifa,Israel.Her
publicationsfocusonthecreationofcorporatecommitmenttoorganizationaldiversityaswellasrethinking
studentdisciplineinthecontextofschoolrestructuring.Nancieiscurrentlyservingonthenationalboardof
theAllianceforNonprofitManagementandrecentlysteppeddownaspresidentfromthePhiladelphiaCenter
forOrganizationalDynamics.NanciereceivedaB.S.fromCornellUniversityincriminaljusticeandcommunity
psychologyandaPh.D.fromtheUniversityofPennsylvania
withaconcentrationinsocialpsychology.
31
BIOGRAPHIC INFORMATION ABOUT AUTHORS(continued)
Richard H. PriceisStanleyE.SeashoreCollegiateProfessorofPsychologyandOrganizationalStudies,
ResearchProfessorattheInstituteforSocialResearch,andProfessorbycourtesyintheRossSchoolof
BusinessattheUniversityofMichigan.Hiscurrentresearchfocusesonleadershipandorganizational
innovation.HeisconductingfieldstudiesinIreland,Finland,theNetherlands,Korea,China,andtheUnited
Statestounderstandhowleadersusetheirpoliticalintuitionandsocialnetworkstocreateinnovative
organizations.AsDirectoroftheMichiganPreventionResearchCenterattheInstituteforSocialResearch,
heandhiscolleaguesconductsurveysandfieldexperimentsonorganizationalinnovationsaimedat
improvingtheconditionsofworkinglife.TheCenterhasbeensupportedbytheNationalInstitutesofHealth,
theCarnegieCorporationofNewYork,theJoyceFoundation,andtheCaliforniaWellnessFoundation.
PriceisacofounderofICOS,theInterdisciplinaryCommitteeonOrganizationalStudies.Pricewasfounding
DirectoroftheOrganizationalStudiesProgramattheUniversityofMichiganandalsofoundingDirectorof
theBargerLeadershipInstituteatMichigan.In2010PricereceivedtheAmericanPsychologicalFoundation
GoldMedalAwardforLifetimeAchievementintheApplicationofPsychologicalKnowledge.Pricehas
receivedtheDistinguishedContributionAwardfromtheSocietyforResearchandAction,theGroup
PsychologistoftheYearAwardfromtheAmericanPsychologicalAssociation,theInternationalResearch
AwardandthePreventionScienceAwardfromtheSocietyforPreventionResearch,andtheLilaRoland
AwardforPreventionResearchfromtheNationalMentalHealthAssociation.HeisaFellowoftheAmerican
PsychologicalAssociation,theAmericanPsychologicalSociety,andtheSocietyforthePsychologicalStudy
ofSocialIssues.HeholdsanhonoraryappointmentasProfessorofPsychology,InstituteofPsychology,in
theChineseNationalAcademyofSciences.PricehasservedontheBoardofTrusteesoftheWilliamT.Grant
Foundation,andasanadvisortotheInstituteofMedicine,theNationalInstitutesofHealth,theCarnegie
Corporation,andanumberoffoundations.Hehasalsobeenanadvisortogovernmentagenciesand
corporationsinanumberofcountriesinEuropeandAsiaaswellasintheUnitedStates.
Marian N. Rudermanhasbroadexpertisewith25yearsinthefieldofleadershipdevelopment.AttheCenter
forCreativeLeadership,shehasheldavarietyofresearchandmanagementpositions.Marianhaswritten
severalbooksanddevelopedseveralassessmentsandproductsincludingtheGlobalLeaderViewandthe
WorkLifeIndicator.MarianiscurrentlyaSeniorFellowandDirector,Americas&EMEA(Europe,MiddleEast,
andAfrica)ResearchattheCenterforCreativeLeadership(CCL®).SheholdsaB.A.fromCornellUniversity
andanM.A.andaPh.D.inorganizationalpsychologyfromtheUniversityofMichigan.
32
World Leadership Survey
TheWorldLeadershipSurveyhascontinuedtocollectdataonlineinEnglishsinceitsinceptioninMarch
2008,andbegancollectingdataintwelveadditionallanguagesinMarch2009.Participantsinthe
researchcomethroughpartnerorganizations,interestedindividuals,andenrollmentinCCLprograms.
ParticipantsfilloutasurveyonlinethatishostedbyClearPictureCorporationandtakesthemapproximately
20minutes.Inthanksfortheirparticipation,participantsreceiveafreeCCLGuidebooktodownload
immediatelyuponcompletionofthesurvey.QuestionsaboutthesurveyaresenttotheWorldLeadership
SurveyemailaccountatWorldLeadershipSurvey@ccl.org.Thesampleforthisreportwascollectedfrom
January2008throughMarch2011.This sample includes:
•Atotalof3,874respondentsfromtheUnitedStates,with1,054respondentsfromnonprofit
organizationsand2,820fromfor-profitorganizations.
•Respondents’companiesrangedfromverysmall(1to9employees)toverylarge(10,000ormore
employees)withthevastmajority(79%)comingfromcompanieswithatleast100employees.
•50%oftherespondentsweremale.
•82%oftherespondentswerewhiteandapproximately6%wereblack,4%wereAsian,and8%were
eitherHispanic,multiracial,oracategorynotdefined.
•2%arefromtheSilentGeneration(born1925-1945),14%areEarlyBoomers(born1946-1953),
30%areLateBoomers(born1954-1963),50%areGenXers(born1964-1980),and3%are
Millennials(born1981-2000).
•Mostrespondentsweremanagersorprofessionals:31%ofthesampleindicatedthattheyarein
Top(C-level)orexecutiveroles,24%uppermanagement,and25%middlemanagementandprofessional,
and4%werefirstlevelorhourlypositions.
ItisimportanttonotethatthisisnotarandomsampleofNorthAmericanmanagersoremployeesand,
therefore,itisnotrepresentativeofthepopulation.Oursampleconsistsofpeoplewhoareemployedand
whowerewillingtotake20minutesoftheirowntimetoparticipate.
APPENDIX: METHODS OVERVIEWS
33
34
Appreciative Interview
Praxisdesignedandfacilitatedthreegroupsbasedonappreciativeinquirymethods,anapproachdeveloped
byDavidCooperriderandothersatCaseWesternReserve(1995).
•Wedevelopedinterviewprotocolsbasedonthethematicareasdeterminedthroughdiscussions
withourCCLprojectpartners.
•Inthecontextofanintroductoryframework,participantswereprovidedwithinstructionsabouthow
toconductinterviewswiththeirpeerswhiletakingnotes.
•Participantsweregiven30-40minutestoengageinpairedinterviewsandthenaskedtofillout
a“summarysheet”tohighlightthecriticalaspectsoftheirinterviews.Theywerealsoengagedina
thematic“sense-making”discussionwhichtookplacebetween30and60minutesinthefull
group,andwastaped.
•Afterthesessions,theinterviewnotesandthesummarysheetsweretypedupaswereanynotes
takenbyfacilitators.Thesefindingsreflectinterviewandsummarynoteswrittenbytheparticipants,
andtranscriptsofthediscussionsaswellasourdiscussionnotes.
Thethreegroupsincluded38participantsandwereheldattheUniversityofPennsylvania(U.ofP.).
Participants included:
•GroupOne:Thisgroupincluded17MBAstudents.Allwerebetween24and33yearsold.Therewere
10womenand7men.Thestudentshadbeeninvolvedasvolunteerswithnonprofit-boardplacements
throughoutthe2ndyearoftheirMBAeducation.
•GroupTwo:Thisgroupincluded9students.Allwerebetween24and30yearsold.Therewere7women
and2men.ThesestudentswerepartoftheNonprofitLeadershipProgram(NLP),SchoolofSocialPolicy,
U.ofP.Thestudentsallhadbackgroundsinnonprofitworkandhaddonenonprofitinternships
duringtheyear.
•GroupThree:Thisgroupincluded13participants.Allwerebetween24and60yearsold.Therewere
12womenand1man.Participantsweremulti-generationalNonprofitCommunityLeadersfromarange
ofPhiladelphia-basednonprofits.Weinvitednonprofitleadersfromacrosstheagespectruminan
efforttotestideasaboutwhatwassimilaranduniquetodifferentgenerationsaboutengagingin
mission-driven,nonprofitwork.
TheCenterforNonprofitManagementattheKelloggSchoolhostedthreefocusgroupswithanapproach
similartothatdescribedbyRichardKruegerandMaryAnneCaseyintheirbookFocus Groups: A Practical
Guide for Applied Research(2000).TheCenteralsohostedasmallgroupconversation.Allofthegroupsused
asimilarprotocoltoguidetheconversation.
•Group 1:Thisgroupincluded12Chicagoareanonprofitleadersengagedinthenonprofitsectoras
paidstafforboardmemberswhoparticipatedinKelloggSchoolCenterforNonprofitManagement
executiveeducationprograms.ThegroupincludedMillennials,GenXers,andBoomers.Theywere
askedtosharetheirviewsonleadershipinthesector.Asengagedleaders,theybroughtadiversity
ofperspectiveontheissues.
•Group 2:Thisgroupincluded5ChicagoareanonprofitleadersfromtheYoungNonprofitProfessional
Network.Alloftheparticipantswereactivelyengagedinthenonprofitsectoratvariouslevelsof
responsibility.Thisgroupincluded4Millennialsand1GenXer.
•Group 3:Thisgroupincluded6KelloggSchoolofManagementMBAstudents.Alloftheparticipants
wereMillennialsandhadavarietyofexperienceinthenonprofitsectorasvolunteersorboardmembers.
TheywereallparticipantsintheKelloggBoardFellowsProgramwhichplacesgraduatestudentsonthe
boardofChicagoareanonprofitorganizationsforayear.
• Small group conversation:ThisconversationwasheldwithtwomembersoftheCenterforNonprofit
Managementadministrativeteam.BothwereMillennialsandrepresenteddifferentperspectivesonthe
nonprofitsector,inthatonehadanonprofitbackgroundandtheotherfor-profit.
FOCUS GROUPS
35
36
37
About American Express
AmericanExpressisaglobalservicescompany,providingcustomerswith
accesstoproducts,insightsandexperiencesthatenrichlivesandbuild
businesssuccess.Learnmoreatamericanexpress.comandconnectwithuson
facebook.com/americanexpress,foursquare.com/americanexpress,linkedin.com/
companies/american-express,twitter.com/americanexpress,andyoutube.com/
americanexpress.
American Express: Developing New Leaders for Tomorrow
OneofAmericanExpress’threeplatformsforitsphilanthropyisDeveloping
NewLeadersforTomorrow.Underthisgivinginitiative,whichrecognizesthe
significanceofstrongleadershipinthenonprofitsector,AmericanExpressis
makinggrantsfocusedontraininghighpotentialemergingleaderstotackle
importantissuesinthe21stcentury.TheAmericanExpressLeadership
AcademyisthesignatureprogramoftheLeadershipgivingthemethatdevelops
thefinestemergingleaderswhoarededicatedandpoisedtobeatthehelmof
thenonprofitsector.Sinceitsinception,theprogramhasexpandedtoinclude
threeadditionalpartnersandisnowinternationalinreach.
About the Center for Creative Leadership
TheCenterforCreativeLeadership(CCL®)isatop-ranked,globalproviderof
executiveeducationthatacceleratesstrategyandbusinessresultsbyunlocking
theleadershippotentialofindividualsandorganizations.Foundedin1970
asanonprofit,educationalinstitutionandfocusedexclusivelyonleadership
educationandresearch,CCLhelpsclientsworldwidecultivatecreative
leadership-thecapacitytoachievemorethanimaginedbythinkingand
actingbeyondboundaries-throughanarrayofprograms,productsandother
services.Rankedamongtheworld’sTop10providersofexecutiveeducation
byBloombergBusinessWeekandtheFinancialTimes,CCLisheadquartered
inGreensboro,N.C.,withofficesinColoradoSprings,Colo.;SanDiego,Calif.;
Brussels;Moscow;Singapore;Pune,India;andAddisAbaba,Ethiopia.Itsworkis
supportedby500facultymembersandstaff.
©2011CenterforCreativeLeadership.Allrightsreserved.