Wednesday, May 30: The Board: What Can I Do About It?

Thursday, May 31: Funding Information Tour – NJ State Library

Friday, June 1: Train the Trainer SOLD OUT

Tuesday, May 22: The Morning After (The Big Event!)    SOLD OUT

Wednesday, May 23:

The Gold Rush: Prospecting for Individual Donors   New Jersey Workshop

Succession Planning

Wednesday, May 23 – 5:00pm – 7:00pm

NEXT WEEK

Tuesday, May 15: Meaningful & Manageable Outcome Measurement

UPCOMING WORKSHOPS

Tuesday, May 22: The Morning After (The Big Event!)

Wednesday, May 23: The Gold Rush: Prospecting for Individual Donors (NJ workshop)

Wednesday, May 23: Succession Planning

Hope to see you at a workshop soon!

A few years ago, the State Department of Transportation started a comprehensive renovation project on one of the main routes I take to work each day.  The rationale was that the road needed to be widened to reduce congestion and improve safety.  The road was to be closed for 13 months.  Worst of all, this meant I needed to find another Dunkin’ Donuts at which to secure my morning coffee.  I was not happy.  I guess sometimes we just don’t have any say in change.

And now, many of us in the nonprofit and philanthropic sector are faced with huge changes.  Nonprofits, particularly those funded by government are facing significant budget cuts and “competition” for all dollars is increasing daily.  Grantmakers and other donors wonder if their donations are risky investments in organizations that might not be viable in the long-term.  For many of us, there can be growing feelings of resentment, anger and/or fear.   Change…do we have a choice?

William Bridges begins his book Managing Transitions by saying that “It isn’t the changes that do you in, it’s the transitions”.  Change he says is situational; Transition is psychological.  Many of our best nonprofit organizations are going through change (executive turnover, downsizing, merging, closures, new structures) and unfortunately, they are being bashed and bruised by the changes and missing the opportunities available when the people who are experiencing the change are not engaged through the psychological process.

We have discovered five key elements critical to successfully navigating the executive and organizational transitions we facilitate:

1)  Acknowledge Change:  First, it helps to acknowledge change is happening and that individual responses (shock, anger, fear) are natural.  Denying that change is happening will just make the “transition” more painful and will limit exploration of opportunities for a healthy future.  Guided discussion about the changes and potential opportunities are essential.

2)  Recognize loss:  It’s often hard to embrace new beginnings if we don’t recognize and acknowledge the loss resulting from the change.  Expressions of sadness, grief, anger, confusion, and fear often come first, before those impacted can begin to think about new beginnings.

3)  Take Time to Reflect and Plan:  Don’t rush!  Organizational and individual risks are increased by rushing through change.  When a CEO retires or funding is suddenly cut back, there is often a knee-jerk reaction to make the change quickly, without much reflection.  While timely responses are often needed, this rapid knee-jerk response will inevitably lead to bad results, including increased frustration, isolation, anger, and skepticism. Rushing may lead to bad decisions that lose resources and damage the reputation of the organization.  Bridges points out that a thoughtful process can cultivate discovery, optimism, and creativity.  “Interim” solutions can often help the organization to pause in the process of change and make the most of this neutral zone “discovery” period.

4)  Don’t Isolate:  Often when organizational leaders experience unwanted change they withdraw and attempt to hide the changes from staff, community partners, donors, and other investors.  This behavior leads to rumors, misunderstandings, and negatively impacts trust.  It helps to see the change process as a learning and “life cycle” event.  Communicating with and hearing from staff, partners, and investors on how best to navigate the changes can increase commitment and enthusiasm, and relieve some anxiety and worry.

5)  Celebrate the past along with the new beginnings:  New beginnings can bring excitement, but other emotions, too, can arise.  For those most ready to embrace the new, enthusiasm and impatience may set in.  Others may remain skeptical.  It provides perspective to celebrate the history of the organization along with the new beginnings and change.  Such an approach allows those who are impatient to see that there is movement and progress.  Simultaneously, others can see that past efforts are honored and appreciated.

Well, enough said – back to the Department of Transportation and my route to work.  I was angry and resentful for sure – especially when the trip took me an extra twenty minutes each way!  But now, two years down the road, there is some good news.

Even though I hate to admit it, now that the route is wider, more smoothly paved, and better lit, it is indeed a safer, more enjoyable, and even faster route – regularly about 8 – 10 minutes faster; and far less of the once routine one-hour congestion delays!   More importantly, I did find an alternative Dunkin Donuts to fill my short term need and it has now become my favorite!  I wonder if the former Dunkin Donut folks miss me?

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The Support Center works with grantmakers and nonprofit organizations to effectively manage change and transitions, including Executive Transitions , Organization Assessments, Turnarounds, and Restructuring.

• During the retreat, staff or board can step out of their roles and participate fully in the meeting because they are not running it!
• As part of the preparation process for the meeting,  a facilitator can help to think through the desired goals and outcomes of the meeting and how to achieve consensus.
• A facilitator can also help you think about format, what materials should be distributed in advance, and whether the desired outcomes would benefit from ice breakers, small group work or other activities.

A good facilitator is neutral and unbiased—it is someone who does not hold a stake in the outcome of the meeting. They do not know about the quirks of your board or staff, and they invite all points of view.  Their objective is solely to plan and guide your meeting to a productive and successful outcome. If you have a single meeting or a series that would benefit from objective, outside expertise, contact Julia Lu (jlu@supportcenteronline.org or 917-522-8308) to discuss engaging one of our experienced nonprofit consultants.

NYMAC will support organizations that already have a serious interest either in coming together in some way, or in exploring how they might, and will make grants to help cover a portion of the one-time costs required to explore or complete the transaction. As a neutral, credible, and experienced outside party willing to invest time and money, NYMAC will work constructively and confidentially with the funders, boards, and leaders of the organizations considering a transaction as a catalyst for sensible action. In addition to making grants in support of particular transactions, NYMAC will work with foundations, government agencies, and umbrella groups to encourage New York’s nonprofits to more proactively explore the various ways in which they might collaborate with one another. The initial $1.2 million fund will finance approximately 10 to 15 collaborations. Learn more about the Fund at its new website.

The Most Important Word for Nonprofits: Merger

Robert Egger discusses the five levels of mergers.

What We Talk About When We Talk About  Organizational Learning

This guest post on Beth Kanter’s blog by Cindy Rizzo came out of conversations at the 2012 Geo National Conference.

How Foundations Support Grantees and more with Doug Bauer, Executive Director, Clark Foundation

An insightful interview by Laura Cronin for the PhilanTopic blog.

So, anyway, what do Mariano Rivera and Interim Executive Directors have in common? I want them both on my team!  Watching a few innings of baseball in March always wakes up my senses and helps me to welcome in spring. If only I could be at spring training in sunny Florida!

I always marvel at the precision of the game, a nuance only true fans of the game can appreciate. Not only does baseball have specialists for each position, but also for each situation. Take pitchers for example. We have starters, relievers, and closers. Each has specific skills to move the game forward and position the team to score.  While the purpose and duration of play of the different types of relief pitchers has changed over time, the benefit to their teams is clear-they help stabilize the game and (hopefully) kick-start it back into a positive mode-getting the team back on track to win. Of course, baseball and relief pitchers also make me think about one of our most critical programs here at  the Support Center – Executive Search and Transition Managementt(ESTM) and the role of our relief pitchers-our Interim Executive Directors.

Transitions of nonprofit chief executive officers – whether the position is called Executive Director, President, or CEO, can lead to one of the most challenging periods for a nonprofit.  Funder and staff concerns and community confusion often take the organization off-course and can stall out the success of even the best organizations.

But it doesn’t have to be this way.   When professionally managed, a chief executive transition can be one of the most valuable periods of time in a nonprofit’s life cycle.  Important new approaches and mergers or alliances can be explored, and the board can reconnect with critical stakeholders through the transition process. Increasingly, nonprofit board leaders are choosing ESTM services and the placement of a professional Interim ED to guide the organization through its transition period.  A stronger alternative to traditional search services, ESTM consultants and an Interim ED work to help an organization and its board seek a harmonious ending for the departing CEO and a healthy, focused beginning for the new one.

Similar to a relief pitcher, the Interim ED becomes part of the organization’s team of professionals –working to strengthen a nonprofit during a time of uncertainty.  An Interim ED not only stabilizes the organization through the transition, but also provides the board with the time needed to carefully examine the aspirations and direction of the organization so that the new leader can effectively move the organization forward. With the help of local and national foundations, the Support Center has helped to prepare a large pool of Interim EDs who stand ready to take the mound to help organizations navigate the potentially rough innings of executive transition.

No, I’m sorry, Mariano Rivera is not yet available in our bullpen of Interim EDs! But who knows, he may be available next year for a new career.  Learn more about our Executive Search and Transition Management services here and let me know your thoughts (about either ESTM or baseball).

Here’s to an exciting and fun 2012 season!

Don Crocker

CEO

dcrocker@supportcenteronline.org

Join us for this essential workshop with seasoned experts in the field!  

“There’s nothing like a new tool in the toolbox to reinvigorate your marketing efforts, stimulate your creativity and expand your horizons. The session was incredibly informative, well run and reflective of the general level of excellence that defines all the Support Center’s work.” – Frank Abdale

Leadership transitions are typically one of the most challenging moments in the life of a nonprofit. Our two-day Interim Leadership training outlines the environment during an executive transition, and what is required of an Interim Executive Director to serve more effectively and succeed.

Date: May 10 and May 11

Time: 9:30am – 4:30pm

In this workshop we explore:

• The executive transition process (specific roles of the IED, board and transition consultant)
• The reality of being an effective IED (challenges presented, the skills and perspective required)
• How to handle the emotional aspects of dealing with staff and board dynamics of organizations undergoing an executive transition
• How the Support Center’s IED referrals work

Our highly acclaimed two-day training program is aimed at current and former EDs, and others interested in the field.

Find out more HERE and apply today!

The Support Center worked with the Foodbank to find a new Executive Director (through our ESTM services) and also facilitated the creation of their new strategic plan. Both of these activities have galvanized the board to the benefit of the entire organization. The board and  Rodriguez are now in an excellent position to jointly move the organization forward.