Moving the Needle

My wife has now proven to me and my friends that even a pretty old cat can learn new tricks.  Mudpuddle (this is my cat’s name…don’t ask) has recently learned “Stay!”, “Jump!” and other assorted tricks.  I’m sure with this experience of success, my wife now has some “training” plans in store for me.

Actually, more than 20 years ago, as a newly appointed Executive Director of a local community development corporation, I came to the realization that, if I truly wanted to succeed, I needed a place to sharpen my skills and gather with others striving to serve their communities.  That was when I was first introduced to the Support Center.

According to Stephen Covey, in his book The Seven Habits of Highly Effective People, “Sharpen the Saw” means “preserving and enhancing the greatest asset you have–you.  It means having a balanced program for self-renewal in the four areas of your life: physical, social/emotional, mental, and spiritual.”

Now, more than 20 years later, I have the privilege to invite you to “sharpen the saw” here at the Support Center.  As a hub for nonprofit leaders and managers, the Support Center offers the opportunity connect with like-minded people, refresh your confidence and motivation, and build your expertise through the more than 100 hands-on workshops and events each year designed with you in mind.  There is no other place like the Support Center where you can get away from the day-to-day grind to get some perspective on the important work you are doing and learn ways to succeed more effectively and efficiently.  The Support Center provides a unique opportunity to find and build a peer network that can help you create the energy you need to meet the challenges of the volatile environment within which we work.  Thousands gather here each year to network and learn with us and with each other.

Whether you are looking for in-depth instruction in a subject area such as fundraising, board governance, or nonprofit accounting – or you are hoping to hear about strategic changes from foundation or corporate grantmakers – we have the right experience for you. Choose from half or full day courses, certificate programs, customized training, or attend our forums and panels.  Each facilitator at the Support Center is chosen based on their experience in their field, commitment to creating an open learning environment, and dedication to sharing and passing along their knowledge.  Each forum or panel is created based on the suggestions and requests we receive from you!

Please take a few minutes out of your busy schedule to explore our course and service offerings, and please feel free to contact us if you have any questions about what might be right for you or your staff:

• Board Development
• Financial Management – coming in April 
• Fundraising
• Marketing & Communications
• Staff Development
• Certificate Programs in Fundraising, Management & Supervision, and Executive Leadership
• Meet the Grantmakers – New Strategies in Grantmaking  Series in New York and New Jersey
• Personalized services – development of leadership skills through personalized services such as one-on-one executive coaching, or the short- or longer-term use of a consultant to develop a specific professional capacity
• Custom Training  – designed to meet your organization’s individual needs taught at your site or ours

We look forward to working with you and your organization in 2012.  Please think of us as your hub, your resource for sharpening the saw.

Don Crocker

CEO

dcrocker@supportcenteronline.org

P.S. Beyond our workshops and forums, we offer a full spectrum of nonprofit change-oriented consulting and executive search and transition services.  Visit us now to learn more!

Don Crocker, CEO of the Support Center, talks about mergers, turnarounds and strategic alliances in the nonprofit sector—when it is right and when it is not; what’s involved in getting the process started and what makes a success. This timely and informative recorded interview on Not for Profit eXchange radio – http://bit.ly/vvEEYG – targets a subject that is gaining momentum in this tight economy, but not often talked about.

The economy remains volatile and government cuts are upon us.  The needs in our communities are growing and even the strongest nonprofit organizations are struggling to “steady the ship.”  Executive Director and CEO transitions, too, are disrupting the ability of nonprofit organizations to remain effective.

As nonprofit funding changes, community need increases, and executive directors transition, it makes sense that the most caring and connected foundations and corporations are looking for ways to ensure the health and stability of their own “mission-critical” grantees.  Karen Brown (Support Center Board Member and Fairfield County Community Foundation VP of Programs), in a recent interview in Philanthropy News Digest’s Philantopic said, “We’ve been urging grantees to continue to invest in staff and professional development and not to look at those kinds of investments as frills…funders need to consider supporting these programs in order to help organizations hold the line on their budgets without sacrificing effectiveness.”

Many private and corporate funders are investing in efforts to ensure the health and well-being of the nonprofit groups and communities they care about.  JPMorgan Chase Foundation, the Altman Foundation, and the Prudential Foundation are just three of the many foundations that are demonstrating a real commitment to nonprofit effectiveness and impact, and are partnering in the Support Center’s efforts to guide nonprofit change and transition.

While we know that some of our readers have worked directly with us and have experience with all of these services, we realize that many of you may not be as familiar with our full scope of offerings.  Here is a brief overview:

Executive Search and Transition Management (ESTM)

A change in leadership, whether from a founder, long-time executive director, or a mismatched hire, can be a pivotal time in the life of a nonprofit—presenting an opportunity to examine organizational challenges and make decisions for future directions. Here at the Support Center, we use the proven techniques of Executive Search and Transition Management  to address organizational needs and work to strengthen the whole organization, while also successfully managing the hiring of a new leader. Our three-phase process addresses a nonprofit’s needs through an organizational assessment, facilitates the hiring of the new executive, and guarantees a successful outcome with “on-boarding” consulting for the new leader. Throughout the process, our consultants work hand-in-hand with board members, staff, funders and other stakeholders in the community.

Change Consulting and Turnaround Services

In addition to facing leadership changes, NYC nonprofits—like many others nationwide—have been hit by significant declines in funding in the wake of government shortfalls and the volatile economy. Nonprofits—from arts and culture groups to human service organizations—are undergoing painful reassessments and restructuring, including mergers, acquisitions, collaborations, cutbacks and closings. Adjusting to this new economy means increasing effectiveness and sustainability for many small to mid-sized neighborhood based nonprofit organizations. Increased funding from foundations this year allows us to reach out to more nonprofits and provide critical Change Consulting  services that can help them assess current programs, improve financial management, increase board engagement and fundraising effectiveness, while keeping our fees affordable to NYC-area small and mid-sized nonprofits.

Professional Development and Cohort Learning

Each year we strive to develop the best course offerings, listening to your requests and needs for professional development. As we plan for 2012, increased funding will allow us to expand the range of workshops, tailor them to your time-frames (half-day, full-day and evening offerings), and add more custom programming at affordable rates. In addition, we also will be developing new opportunities for cohort learning. The Trajectory Leadership Group we formed this year has confirmed our belief that cohort learning is an effective means for executive directors and other senior nonprofit professionals to learn new skills and learn from one another in a supportive atmosphere outside of their offices and daily activities.

Find out more about our work and partnerships by visiting us at www.supportcenteronline.org.

The findings from the latest Daring to Lead study from CompassPoint Nonprofit Services and the Meyer Foundation are sobering. Why sobering?  Because while we work with many engaged boards and funders who are helping to strengthen the executive leadership of the sector, there are many others who do not realize the extent of the issues or are not aware of potential solutions.  This national study reflects the trends we see here in the tri-state area, and their recommendations also mirror best practices we have found to work.

Several aspects of nonprofit leadership are explored, but here we focus on highlights relating to Executive Transitions, a growing part of our work:

• As reported in previous Daring to Lead studies, the large majority of executive directors –67 % in 2011– report that they will be leaving their jobs within the next five years. And an additional 7% have already given notice.  Executive and boards are still reluctant to talk proactively about succession and just 17% of organizations have a documented succession plan.
• 33% percent of current executives followed a leader who was fired or forced to resign, indicating the frequency of mis-hires and unclear expectations between boards and executives across the sector.
• Many boards see executive transition ending with a successful hire. And many new leaders in the study were challenged by establishing effective partnerships with their boards. These executives were confounded by the lack of strategy, resources, and personal support they got from their boards.

The author’s “Calls to Action” include strategies that will help prepare for these executive departures, and ensure healthy transitions and productive, effective, and satisfied new leaders:

• Creation of emergency succession and transition plans to ensure continuity in the event of an unexpected departure
• Recognition by funders of the importance of successful leadership transition to the strength and stability of grantees and, where possible, stepped up support during the transition
• Ongoing board involvement and support for new executives beyond the hire

From our own experience with executive transition clients, we would add:

• Board engagement in a comprehensive executive search and transition plan  helps to assure a successful hire and makes the most of the opportunities in transition. Our approach includes three phases: 1- an organizational assessment to determine the organization’s current needs and the qualities necessary for a new executive to succeed, 2- a thorough search for a new leader involving all stakeholders, and 3- “on-boarding” coaching  for the new leader to aid integration into the organization and to foster productive relationships with the board and staff.   In addition, transition to a new leader is often aided by the placement of an interim executive director who manages the day to day operations.

A chief executive transition also provides the opportunity for boards to explore organizational restructuring including administrative outsourcing, strategic alliances, and mergers.

There are, indeed, opportunities available during “Change at the Top.”  Following the recommendations of the researchers provides opportunities for nonprofit organizations to both explore – openly – opportunities for the future of the organization and find the right next leader to help them build that future.

Tell us what your experience has been in the executive transition process as an executive director, board member or funder.  What works and what could be better?

-Don Crocker, CEO

By now, many of you have heard about the sudden and unexpected passing of Steve Damiano, the Support Center’s Director of Professional Development.  While his family, friends, and colleagues mourn his passing, the loss extends far beyond those closest to him, leaving a large hole in our sector and our world.

Steve successfully led the Professional Development effort here at the Support Center’s since March of 2003 — except for a brief journey to Los Angeles in 2008 to direct the Education Division of the Center for Nonprofit Management there. In his role here at the Support Center, Steve planned and managed hundreds of workshops, serving thousands of nonprofit professionals each year. He dedicated his life to important nonprofit causes, serving as Vice President at MZA Events/AIDS Walk from 1991 – 2003. In that role he managed AIDS Walk Los Angeles and AIDS Walk New York, helping raise money and resources for the cause in these cities.  He continued his commitment to the cause, volunteering at AIDS Walks after he came over to the Support Center.

Here at the Support Center, Steve worked tirelessly to insure that the broadest range of workshops were available to professionals in our sector, nimbly creating learning opportunities that responded to the ever-changing environment we work within.  Steve was determined to keep Support Center workshops affordable and accessible to everyone who wanted to learn and grow and, thus, he pursued a host of funding sources — government, foundation, and corporate — to encourage donations for scholarship subsidies for those who did not have the resources to enroll.

Steve did all of his work in a quiet, understated way.  Unassuming and down to earth in his approach, he earned the respect of his colleagues here and on the other side of the country.  At work, no job was too big or too small.  In a world where much of the focus is on “getting,” Steve Damiano was all about giving.  We celebrate his life and his spirit of generosity — he will be sorely missed.

Please feel free to leave a comment about Steve here. Thank you.

Don Crocker

The nonprofit sector is fortunate to be able to attract many smart and idealistic young people into its ranks each year. But how do we make sure they stay and prosper to handle the leadership and governance challenges of the future?

While University and college-based programs have clearly made great strides in preparing young leaders to enter the sector, many potential leaders who come into the sector are faced with learning critical skills on the job. For example, a well-functioning executive director needs to have good instincts and skills in fundraising, financial management, board relations, and staffing. Most leaders have one or two of these strengths, but do not know where they can turn to get support or skills training in the other areas. Some are even reluctant to ask because they know there is little funding in their organization for it, and they also do not want to be perceived as weak.

A few creative examples of how funders are helping to support nonprofit leadership and staff development shows how a little funding can go a long way to creating welcoming learning environments:

• Cohort Learning – American Express Foundation has provided funding for our Trajectory Leadership Group and Robert Wood Johnson’s New Jersey Health Initiatives program supports a CEO Roundtable. In both settings nonprofit CEOs can bring their issues to a larger, objective group, and hone their skills through interaction with peers and other more experienced executive directors.

• Personalized services – Numerous funders in our region have supported the development and refinement of leadership skills through personalized services such as one-on-one executive coaching, or the short- or longer-term use of a consultant to develop a specific professional capacity.

• Workshop “just-in-time” training – Still other funders (for example, PSEG in New Jersey and the New York State Council on the Arts) provide scholarship support to the Support Center so that their grantees can attend one or more of our many in-person workshops. In this option, the grantee has the flexibility of choosing the courses and timing that best fits their needs and schedules.

• Webinars – This format is good for introductions to a topic or for learning discreet concepts. Bank of America has been hosting numerous webinars to benefit the sector. This, of course, provides ultimate flexibility in reaching staff pressed for time. However, it is not a substitute for the networking that can occur in an interactive, in-person environment.

What will fuel future success is when more grantmakers see how even small investments in their grantees’ staff will have long-term benefits to our communities and those who live in them.

What is working for you, and what would you like to see in philanthropy’s investment in our future? E-mail me at dcrocker@supportcenteronline.org or leave a comment.

Read about capacity building, change-oriented consulting, executive transitions, and more in my recent interview with Laura Cronin in Philantopic here.

Your comments are important to us—tell us about your experiences related to any of these topics.

-Don Crocker