Leadership In Nonprofit Management: Breakout Session

Amy BronsonBoston University

Executive DirectorAdvancement Resources &

Strategic Talent Management

American Museum Membership Conference

St. Louis, October 22, 2014

What We Will Cover

• Finding, Growing & Keeping your Staff

• Learning Development & Training

• Building Partnerships Across Teams

• Work Life Balance

• Growing Your Nonprofit Career

Love ‘Em or Lose ‘Em“Would I ever leave this company? Look, I'm all about loyalty. In fact, I feel like part of what I'm being paid for here is my loyalty. But if there were somewhere else that valued loyalty more highly, I'm going wherever they value loyalty the most.”

What are your hiring challenges?

Quick Poll: What are your hiring challenges? Choose up to three:

– Compensation is not competitive

– Cultural Issues (unhealthy culture, bad managers)

– Lack of qualified talent in my area

– Little or no upward mobility at my institution

– Lack of time or talent to commit to effective search

– Too much competition in my region

Costs of Turnover

Number of Staff Replaced and Cost of Staff Turnover at $49,554/staff

Year 1 Year 2 Year 3 Year 4

16 Month Tenure-Number of staff replaced 0 4 4 4-total cost of staff replacement 0 198,216$ 198,216$ 198,216$

36 Month Tenure-Number of staff replaced 0 0 4 0-total cost of staff replacement 0 0 198,216$ 0

Cumulative Cost of Staff Replacements by end of 4th Year-16 Month tenures 0 $198,216 $396, 432 $594,648-36 Month tenures 0 $0 198,216$ 198,216$

* Penelope Burk, Donor Centered Leadership, 28

Impact on Turnover by Generation

* Penelope Burk, Donor Centered Leadership, 37

Under 30 30-44 45-60 61+Most Recent Position 1.6 years 3.5 years 4.2 years 6.5 yearsSecond Most Recent Position 1.8 years 3.0 years 4.0 years 5.8 yearsThird Most Recent Position 1.0 years 2.9 years 2.4 years 4.3 years

Average Length of StayRespondents' Age

Length of Stay in Last Three Positions by Age Group

Why is it so hard to find good people?

• Compensation is not competitive

• Cultural Issues (unhealthy culture, bad managers)

• Lack of qualified talent in my area

• Little or no upward mobility at my institution

• Lack of time or talent to commit to effective search

• Too much competition in my region

Group Discussion: Talent Acquisition

• Compensation is not competitive

• Cultural Issues (unhealthy culture, bad managers)

• Lack of qualified talent in my area

• Little or no upward mobility at my institution

• Lack of time or talent to commit to effective search

• Too much competition in my region

Boston University, Development & Alumni Relations Recruitment Website

Boston University, Development & Alumni Relations Recruitment Website

Boston University, Development & Alumni Relations Recruitment Website

Recruiting Tips

• Coach your partners• Treat candidates like members• Cultivate & Close• Everyone is available• Follow your instinct• Back door referencing• Nail the details• Be transparent

Keeping Your Staff Engaged

Staff Engagement

Strategic Staff Planning & Assessment

Retention: Career Progression

Growth and Well Being

Recruitment, Onboarding, Training &

Development

Proactive Retention

• A strategic approach to ensuring you grow and

retain the best talent

• Requires collaboration and commitment

• Requires investment in time, staff and other

resources

• Requires assessment: do your homework

Retention For All• On-boarding

• Professional development

• Leadership training

• Consistent performance coaching

• Internal job posting/promotion programs

• Career planning

• Succession planning/career progression

• Job specific training and development

• Recognition and incentive programs

• Competitive Compensation

Onboarding

• Assess what you haveGet feedback, ask peers, look at budget

• Who is responsible?Partnership between HR, manager & staff

• How will you measure success?TurnoverEmployee satisfaction Job knowledge

Why Build a LD Program?

• Employee Engagement– Investing in staff makes them feel valued (EVP)

• Retention – Reduce turnover, cost impact– Succession planning, career path

• Productivity– Staff perform better, bottom line impact

• Recruitment– Employers of choice offer strong LD programs

More Things to Think About

• Technology limitations & possibilities– Design, support, effectiveness

• Staff to manage programs– Partnering with managers

• Resources at your institution, from peers– Faculty, senior leaders, experts

• Sustainability– Resources to sustain, keeping it fresh

Hot Topics & Ideas

• Management/Leadership Training• Presentation Skills/Communication• Listening Skills• Generations in the Workplace• Managing Up• Professional Conduct• Finance for Non Profit• Meeting/Email Management

Retention Toolkits

Books:•Shine: Using Brain Science to Get the best from your People Edward M. Hallowell, MD, Harvard Business Review Press 2011

•Harvard Business Review Guide to Giving Effective FeedbackHarvard Business Review, 2012

Retention Toolkits

Talent Analysis and Succession Planning

Name TitleYears in

Profess ionYears in Pos iti on

Miss ion Criti ca l

High Performer

High Potential

Cons is tent Performer Other Success ion Plan

Rati ng: Ready Now (A)

Ready in 1-3 Years (B) Watch Li s t (C)

Success ion Risk:

Low, Med, High

Compensation Assessment

• Where are you in the market?

• Market analysis or salary benchmarking

• Talk to peers/network

• Call a recruiter

• Look at your resources

• Alternative forms of compensation

• Staff survey

Positive Work Environment or Happy Staff

• Do you know what motivates your staff?

• Do you have a plan to meet their needs?

• Are you an employer of choice?

• Be prepared to be flexible

• Ask, Ask, Ask…

Love ‘Em or Lose ‘Em• Culture Surveys

• Celebrate Staff Milestones

• A great boss

• Learning & Development Programs

• Recognition Programs

• Deal with poor performers

• Staff Affinity Groups

• Snacks, parties, fun, collegiality

Have Fun at Work

Have Fun at Work

Building Across Teams: The Matrix

• Ability to lead a team of peers

• Build broad networks, external and internal

• Engage in beneficial partnerships

• Manage cross-cultural demands

• Foster communications

• Emotional control, including transcending self interest

Cracking the Matrix Code, Haygroup www.haygroup.com

Partnerships Across Teams

• Invite people in• Know what others do• Ask questions• Cross train, learn new skills• Know others’ measures of success• Add, don’t subtract• Go to lunch, attend training, recognize a good job

Work Life Balance

• First things first• Personally and professionally• Individual activity• Put things in perspective

Time Management Matrix

I• Crises• Pressing problems• Deadline-driven projects, meetings, preparations

II• Preparation• Prevention• Values clarification• Planning• Relationship building• True recreation• Empowerment

III• Interruptions, some phone calls• Some mail/email, some reports• Some meetings• Many proximate, pressing matters• Many popular activities

IV• Trivia, busywork• Some phone calls• Time wasters• “Escape” activities• Irrelevant mail/email• Excessive social media

Urgent Not UrgentN

ot I

mpo

rtan

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Time Management Matrix

IFirefighting

Reduce

IIQuality Time

Increase

IIIDistraction

Manage

IVTime Wasting

Avoid

Urgent Not UrgentN

ot I

mpo

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port

ant

8 Tips for Improving Effectiveness

1. Know what is important2. Consciously plan your time 3. Choose how you communicate4. Know when you are at your best5. Make the most of 10 minutes6. Review your plan regularly against the matrix and

your goals

Eliminate Unimportant Activities

Just Say No List

The Job Market

• Current trends

• Know the competition

• Know the market rate

• How do you compare?

Organizations & Fit

• Type

• Size

• Culture

• Your “Brand”

Nuts & Bolts

• Networking

• Informational Interviewing

• Your resume

• The job interview

• Appropriate follow up

…and don’t forget…

• Work life balance

• Demographics

• Managing change

Presenter

Amy BronsonExecutive Director, Recruitment & Professional TrainingBoston University, Office of Development & Alumni Relations

617-353-6298 abronson@bu.eduhttp://www.bu.edu/dar-talent/

Resources

Donor Centered Leadership: What it takes to build a high performance fundraising teamPenelope BurkPublisher: Cygnus Applied Research Inc, 2013

Effective Measures: The Return on Investing in Talent Management Edited by Jon Derek Croteau, Ed.D.Publisher: CASE, 2012

Love ‘Em or Lose ‘Em: Getting Good People to Stay26 Engagement Strategies for Busy ManagersBeverly Kay and Sharon Jordan-EvansBerrett-Koehler Publishers, Inc., 3rd Ed.

Managing Time and Energy: A Team SportKaren E. Osborne, President, The Osborne Group, Inc. Multi Media FilePublisher: CASE, 2008Published: 2008

The People First Approach: A Guide to Recruiting, Developing and Retaining the Right PeopleJon Derek Croteau, Ed.D.Publisher: CASE, 2009

http:// www.humanresources.about.com