How To Be A Strong Leader In Centralohio

Transcription

1 Nonprofit Leadership Development in Central Ohio A report commissioned by The Columbus Foundation September 2009 Executive Summary 1.

2 RESEARCH AND REPORT PREPARATION: Community Research Partners Gary Timko, Ph.D., Director of Research Services Kerry Beckwith, Research Associate The Columbus Foundation Sandra Smith, Senior Community Research and Grants Management Officer The Nonprofit Capacity Building Advisory Committee Lynnette Cook, Assistant Vice President of Accountability The United Way of Central Ohio Elizabeth Eck, Vice President of Training and Volunteer Services Firstlink Yen Hannah, Assistant Director of Diversity and Inclusion The United Way of Central Ohio Theodore Ted Hill, AVP of Strategic Planning/Office of Corporate Planning Nationwide Corporation Cindy Holodnak, Associate Director of Outreach and Engagement OSU John Glenn School of Public Affairs Larry James, Chair of African American Leadership Academy Crabbe, Brown, and James Attorneys Laurie Marsh, Executive Director Leadership Columbus Gary McDaniel, Associate Dean Franklin University Larry S. Moses, President The Wexner Foundation Margaret Peg Pennington, Director of Continuous Improvement at the Center for Operational Excellence OSU Fisher College of Business Allen Proctor, President Proctor Consulting, LLC Tony Wells, President The Tony R. Wells Foundation Mindy Wright, Ph.D., Director OSU Office of Community Partnerships

3 Nonprofit Leadership Development in Central Ohio Executive Summary Executive Summary The Columbus Foundation, in its ongoing efforts to research and provide information on topics relevant to the nonprofit community, engaged Community Research Partners (CRP) 1 to research and compile information on nonprofit leadership development opportunities in the Columbus area. The purpose of the study was to provide information to the community about existing local leadership development programs, best practices in the field of leadership development, and perceptions of needs and gaps regarding local leadership and leadership development. For this study, CRP reviewed the literature on best practices in leadership development, conducted focus groups with community stakeholders, and designed and disseminated two surveys: one to 19 local leadership development programs and another to 1,500 local non profit agencies. Leader Characteristics Survey respondents and focus group participants described a strong leader as: Effectively communicating a clear vision for an organization or a cause and inspiring others toward the fulfillment of the vision Confident, providing direction, and being decisive, while also being open to input from others Recognizing, nurturing, supporting, and maximizing potential in others Being a strategic and analytical thinker Being adaptable to change, being innovative, and taking calculated and informed risks Possessing strong communication, organization, interpersonal, and time management skills Being a positive example of integrity, honesty, and ethical behaviors Local Leadership Development Programs CRP identified 19 local leadership development programs that meet the following criteria: (1) not part of a college or university degree granting program, (2) provided by nonprofit organizations, and (3) consist of a series of workshops, symposiums, or activities that are completed by a cohort of participants. These programs include: African American Leadership Academy Board Chair s Institute Community Leadership Institute Executive Fellowships Fellowship for Emerging Women Leaders in Nonprofits Fellowship for the Next Generation of Leaders Gen Y Leadership for Young Women Higher Levels of Leadership Institute L2000+ Leadership Academy Leadership Columbus Leadership Dublin Leadership Hilliard Leadership Reynoldsburg Leadership Upper Arlington Leadership Worthington Leadership Westerville Pride Leadership Project Diversity Ray Miller s Institute for Leadership Change 1 Community Research Partners (CRP) is a unique nonprofit research center located in Columbus, Ohio that is a partnership of the City of Columbus, United Way of Central Ohio, the Franklin County Commissioners, and the John Glenn School of Public Affairs at The Ohio State University. Page 1

4 Overview of Programs Most programs are designed for young professionals and middle management staff, are offered during weekdays through a series of full and half day sessions over several months, and limit the number of participants to participants. The curriculum topics that are most common among programs are fundraising, budgeting, fiscal management and multicultural issues. Other topics include increasing self awareness, skill building (e.g., communication, budgeting, supervision), and building community relationships. The programs incorporate numerous multi dimensional learning approaches, including lectures and guest speakers, group activities, journaling, films and video, case studies, reading, and mentoring. Intended participant outcomes most often include increased personal awareness, increased interpersonal skills, and increased management skills. Overall training outcomes included identifying factors that lead to effective board meetings, learning about community and business collaboration and partnerships, exploring and developing effective management skills, and learning effective small group communication and communication through teambuilding. Program staff most commonly reported that their programs help increase the diversity of persons who provide leadership to the community. Best Practices in Leadership Development Based on the research literature, the following is a summary list of best practices in leadership development. CRP found that the local leadership development programs appear to be using most aspects of best practices for training leaders. However, because CRP did not review program materials or conduct interviews with program staff, this study was not able to comment on the extent that programs are using best practices. Best Practices Stated Vision: focused on targeted outcomes, and linked to a stated strategy of achieving the vision. Stated Goals: describe what participants can expect to achieve. Needs Based: designed to address individual participant, organization, or community needs. Research Based: theories and best practices that are contained in research literature. Multi Dimensional Learning: in accordance with adult learning theory. Executive Engagement, Mentoring, or Coaching: first hand experience and coaching from current leaders in the community Qualified Presenters: recognized as content experts or who have a demonstrated level of skill in training and educating adults. Page 2

5 Take Home Application: feasible and practical strategies for participants, their work team, or their community. Measurement and Accountability: assesses the value and worth of the training and provides information for program improvement. Perceived Leadership Needs and Gaps Based on the data collected from two surveys and four stakeholder focus groups: CRP grouped the perceived leadership needs and gaps into four areas: (1) leadership gaps within organizations; (2) training experiences, needs, and gaps; (3) community wide needs and gaps; and (4) future leadership needs. Organizational Gaps A majority of nonprofit organizations (68%) surveyed believe there are leadership gaps within their organization, and that governing boards and middle management/program staff represent the largest gaps. A large portion of local organizations are not addressing their leadership development needs, even when they acknowledge that they exist. Those organizations that are addressing their leadership development needs may not be directing their efforts where they are needed. A looming gap in leadership is the frequent characterization of nonprofit boards as disengaged and ineffective, comprising members that do not advocate for, or provide real guidance to, the nonprofit organization that they represent. Training Experiences and Needs Well over half of respondents to CRP s nonprofit survey (61%) indicated they had attended some type of leadership development training in the last three years. The types of training attended varied widely, with over 180 different programs and/or providers mentioned. Survey respondents indicated that they require training that provides a mix of both practical, skill building opportunities and opportunities to network, share experiences, and explore personal leadership styles. Training that focuses on board development and training that provides opportunities for reflection and selfexploration were commonly mentioned as valued or desired. Community-Wide Needs and Gaps CRP grouped perceived community wide leadership needs and gaps into three areas: (1) the need for new leadership; (2) access to leadership training and opportunities; and (3) the need for greater collaboration and partnerships. Page 3

6 New Leadership The desire for new leadership in Central Ohio is driven by the perceived need to make the nonprofit community more inclusive, more diverse, and more innovative and adaptable. Cultivating new leadership requires more mentorship and networking opportunities, succession planning within organizations and boards, increased outreach toward minorities and women, and training that develops self awareness and understanding of leadership style and personality. Access Focus group participants identified several barriers to assuming a leadership position in Central Ohio, chief among them being access access to leadership development programs themselves, and access to nonprofit board positions. Barriers to accessing local leadership development programs included lack of awareness or information about programs, prohibitively high costs to attend, and a sense that a person needs to be invited to attend, or selected through a competitive process. Barriers to acquiring a leadership position in the community include a perception that the same people are asked to be on boards and new members are not encouraged, that board members need to have deep pockets and donate money to the organization, and that board membership requires having a personal affiliation with a major funder or corporation. Collaboration Focus group participants and survey respondents believe that nonprofit leaders need to take a more holistic view, see beyond the tasks and missions of their own organizations, and recognize that the best way to meet the community s diverse needs is through partnership and collaboration. Leadership Needs for the Future Focus group participants indicated that future leaders will need to: Adapt to environmental changes in order to be effective, especially in light of changes in technology, differences across generations and cultures, and limited resources Maintain a global view Work with other leaders in partnerships and collaboratives Be innovative and take risks Page 4

7 Conclusions and Recommendations Based on the findings of this report, CRP presents the following conclusions and recommendations: Existing Leadership Development Programs CRP concludes: There are a number of local leadership development programs that address the perceived gaps in local leadership. CRP recommends: Efforts to develop boards should ensure that members are fully knowledgeable about the programs, policies, and procedures of the organizations they represent. (This may primarily be the responsibility of the board president.) Leadership development programs should focus on recruitment, engagement, communication, fundraising, and mentorship opportunities. Executives and board members should both be exposed to this type of training. Efforts to develop middle management and program staff should focus on management skills, interpersonal skills and networking, and knowledge about the community. Additional leadership development efforts should focus on awareness of individual and effective leadership styles and provide ample opportunities for self reflection. Marketing/Information Dissemination CRP concludes: Local leadership development programs are not being used to the extent that they could be. More information is needed in the community about the types of leadership programs that are available. CRP recommends: The community increase the marketing and dissemination of information about the types of local leadership development programs that are available and the types of participants they target. Access CRP concludes: The community may be failing to develop the leadership potential of a subpopulation due to the perceived barriers to participating in existing leadership development programs. Page 5

8 The culture of some nonprofit boards in Columbus may be excluding fresh talent, new ideas and perspectives, and limiting diversity. CRP recommends Programs should work to dispel the perception that they limit attendance to a short list of who s who within the nonprofit community, and should increase awareness of their programs by reaching out to young professionals and others not currently in leadership positions. Programs that are perceived to be prohibitively expensive might consider offering lower cost versions of programs that would be accessible to smaller, grassroots organizations. Networking and Mentoring CRP concludes: Networking and mentoring is perceived to be one of the most valuable aspects of leadership development CRP recommends: Efforts to develop local leadership should focus on networking and mentoring Preparing For the Future CRP concludes: In the coming years, Columbus s nonprofit community will continue to face changes regarding funding, generational issues, population demographics, and technology that will require a high level of adaptability on the part of its leaders. CRP recommends: Approaches to developing local community leaders adapt to meet the needs of future leaders. Page 6

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10 300 E. Broad St., Suite 490 / Columbus, OH Phone: / Fax: A partnership of United Way of Central Ohio, the John Glenn School of Public Affairs at The Ohio University, the City of Columbus, and the Franklin County Commissioners 300 E. Broad St., Suite 490 / Columbus, OH Phone: / Fax: Page 8