Nonprofit leaders – stop selling yourself short when it comes to recruiting great talent! The nonprofit sector is an incredible career path for a bevy of reasons. Use that to your advantage to find great talent and make sure candidates know how you can positively impact their career trajectory. Continue reading “Go for it: Pursue Top Talent!”
Evaluating the Executive Director doesn’t have to be painful, overly time consuming or complicated, but it does need to happen.
Evaluating the ED is about three things: goal setting, alignment, and accountability. An ED’s evaluation actually begins 12 months out when the Board and ED work together to establish and agree upon goals for the following year. The process helps to align the Board and ED around those goals and set expectations for how they will work together to achieve them. At the end of the 12 months, the evaluation becomes largely about accountability. Were the goals met? Why or why not? Continue reading “Good Governance: Evaluating the Executive Director”
How might we create workplaces where all team members are able to thrive? How might we create workplace climates that are authentically inclusive, setting conditions where people of color and women are excited to join your team? The future of strong workforces depends on building diverse teams in organizations ready to value and champion them. Join Momentum for this interactive session where you’ll learn more about creating environments where people feel seen, heard, and supported.
Our Katie Spencer is leading this diversity workshop through Momentum Nonprofit Partners. Continue reading “Diversity is More Than a Certificate: Creating Work Environments Where People are Valued & Respected”
Featuring Meg Crosby & Katie Spencer
When: Friday, October 26, 2018 from 12-1:30PM. Lunch included, and free to attend.
Where: Lipscomb & Pitts Building (2670 Union Avenue Ext), Memphis, TN 38112
Overseeing ED Performance Doesn’t Have to Be Painful: Let’s face it, it’s tough to effectively oversee the performance of the Executive Director. And yet, it’s a vital function of the board to ensure successful leadership of the organization. Don’t wait until problems arise. Join PeopleCap to learn how to establish a proactive system for performance oversight based on partnership, trust, and feedback that will help your ED and organization reach their full potential.
The Board’s Role in Talent Development: Great talent is hard to come by and non-profits find themselves with the added disadvantage of limited budgets. How can the board help grow the team’s skills to increase impact, develop future leaders, and support the retention of key talent without stepping on the toes of the ED’s daily management responsibilities? PeopleCap will walk you through strategies to develop your organization’s talent without breaking the bank and in support of the leadership.
Continue reading “Get on Board | “People Management: How to Lead a Board with Confidence””
People drive results. They are the key ingredient for achieving nonprofit mission impact or its greatest impediment. If people are not performing at their highest potential, the organization isn’t either.
The buck stops with the ED. An Executive Director’s primary responsibility is to realize mission impact – primarily through other people – board, employees, volunteers, etc. Great leaders know how to mobilize, engage and grow their people to unlock their potential and maximize impact. Continue reading “People Drive Results”
It’s a nonprofit leader’s nightmare: an overnight funding shortfall that’s completely beyond your control. I know. I’ve lived it. Continue reading “Navigating an Unexpected Funding Shortfall”
Last week, I got a call from a non-profit in crisis. Trouble inside the organization spilled over into the board room when frustrated employees began calling board members to complain about the Executive Director. Because the Board Chair had not been evaluating the Executive Director annually, he was caught off guard by the sudden negative feedback and became very defensive.
As the issue heated up, the Board Chair, unequipped or unwilling to deal with it, abruptly resigned. Though the by-laws provided for a full complement of officers to carry on in the absence of the Chair, the board had not been abiding by those by-laws and did not have anyone in place to assume the role. When an emergency meeting was called, only a handful of members showed up, signaling a systemic lack of engagement. Continue reading “Good Governance Gets You Through a Crisis”
One of PeopleCap’s 6 Imperatives for High Performance is “Sharpen Focus.” We are always looking for creative ways to help our client companies set clear direction and align their organization accordingly. It was with that in mind that I picked up a copy of Measure What Matters by John Doerr to read at the beach this summer. It inspired me to sharpen my own focus and put into practice the organizational goal setting methodology detailed in the book that promises to “turn good ideas into superior execution.” Continue reading “What We’re Reading: Measure What Matters”
At some point, leadership transition is a reality for all companies. One HR executive I recently spoke to is concerned that her 300-person company has built such amazing employee loyalty that approximately 35% of their workforce will retire in the next five years! Another organization is concerned that their founder-based brand will not survive the CEO’s retirement. And the CEO of yet another larger company has unintentionally sparked a c-suite jousting match leaving his executive team more focused on positioning themselves for his crown than on working together to run the company.
Whether a leadership transition is imminent or a decade off, succession planning is not about identifying an eventual replacement for your CEO — it’s not about who winds up in the corner office. Continue reading “Succession is Not About the Corner Office”
I estimate that I have sat through over 100 board (bored?) meetings over the last 10 years and, frankly, I want those hours back.
CEOs complain about a lack of board engagement. But it is impossible to be engaged while sitting through two hours of a quarterly review listing every single task the organization accomplished over the last three months. The truth is that board members do have a lot of value to add. And they are eager to add it. The challenge for CEOs is to run a meeting that invites participation and thought leadership.
Boost your board engagement by changing your agenda. Carve out time in each meeting to: Inform, Educate and Engage. Continue reading “Board Meetings Are Boring.”
Meg and Katie enjoyed discussing People Strategy and Nonprofits with Jeremy C. Park on his April 15th cityCURRENT radio show. Click here to listen to their segment!
Communication is most effective when it flows up and down a two-way street, without roadblocks. While this may seem elementary, many companies are just beginning to realize the value of employee feedback.
I was reminded of the power of open communication during a recent follow-up session with a client; despite major organizational changes the employee adaptation was swift, and the negative feedback was minimal. What was their secret? Company executives relied heavily on employee feedback and input when developing organizational changes, and implemented this feedback in meaningful ways. Continue reading “Feedback Follow-Ups”