+

DomusLeadership Training 2014

Session #1

 

Meeting Ground Rules 

1. Everyone participates and takes ownership in the group’s accomplishments.

2. We will treat each with honor and respect.3. Different opinions are welcome.4. Silence is agreement.5. Limit side conversations.6. Listen actively and respectfully.7. You are responsible for your own experience.8. Keep comments brief and to the point.9. No cell phones or other electronic devices…

enough said.10.We will start on time and end on time – no

backtracking if someone is late. 

+Agenda

Introductions Title What would you like to get out of this series? At the end,

what will be different in your work life?

Nonprofits 101 (1.5 hours) What does nonprofit mean? What is the role of the board of directors? What is the role of staff?

Leadership (1.5 hours) Effective & creative leadership Leadership styles

+What are nonprofit organizations?

Non-profits are organizations formed for the purpose of serving a public benefit other than the accumulation of profits for owners or investors.

+Defining Characteristics:

1. They provide societal benefit.

2. They are private, not governmental.

3. No person owns shares of the corporation.

4. They operate under the non-distribution constraint. Profits may only be applied to mission.

5. They are self-governing.

6. They are owned by the public to serve the public.

+Nonprofit Classifications

1. Arts, culture & humanities

2. Education and research

3. Environment and animals

4. Health

5. Human services

6. International affairs

7. Public societal benefit

8. Religion

+Before acquiring tax-exempt status, you need:

Board of Directors

Mission Statement

Program Outline

+Nonprofit Structure

Board of Directors

Administration

Programs

+Governance (Board of Directors)1. Determine mission & purpose.

2. Select, support and evaluate the chief executive.

3. Ensure effective planning.

4. Monitor and strengthen programs and services.

5. Protect assets and provide proper financial oversight.

6. Build a competent board.

7. Ensure legal and ethical integrity.

8. Enhance the organization's public standing.

+Legal Requirements

Duty of Care

Duty of Obedience

Duty of Loyalty

+Duty of Care

The duty of care that an ordinary prudent person would exercise in a like position and under similar circumstances. This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.

+Duty of Obedience

The duty of obedience requires Board members to be faithful to the organization’s mission and the rules/laws of the Federal and State governments. They are not permitted to act in a way that is inconsistent with the central goals of the organization.

+Duty of Loyalty

The duty of loyalty is a standard of faithfulness; a board member must give undivided allegiance when making decisions affecting the organization. This means that a board member can never use information obtained as a member for personal gain, but must act in the best interests of the organization.

+Legal Liability

Fiduciary obligation to the organization.

Conserve and protect the organization’s assets

Responsible for corporate compliance ( information returns, payroll etc.)

Must act in good faith and loyalty and the best interests of the organization

Respecting donor’s wishes (temporarily and permanent restricted contributions)

Liability to third parties

+Management Responsibilities

Management Functions

Plan

Organize

Delegate

Command

Coordinate

Control

+Management/Administrative Positions Executive Director

Financial Management

Resource Development

Volunteers

Marketing & Communications

Human Resources

Information Technology

Facilities

+Difference between governance & management

Management = Operations

Board = Oversight & Strategy

+Quiz – Board or Management

Approving annual budget Board

Strategic planning Both

Hiring the CFO Management

Hiring the auditor Board

Determining mission Board

+Programs

A predefined set of activities designed to achieve a stated set of goals & objectives.

-- Netting, Kettner & McMurtry

+Organizational Chart

+Organization 1

Board of Directors

Executive Director

(.75)

Director of Volunteers

(.50)

Volunteer Tutors (8.0)

Social Worker (1.0)

+Organization 2

Board of Directors

Executive Director (1.0)

Director of Finance &

Administration (1.0)

Office Manager (1.0)

Director of Social Services

(1.0)

Caseworkers (6.0)

Director of Volunteers (1.0)

In Kind Donations

Manager (1.0)

Volunteers (200+)

Director of Development

(1.0)

Development Officer (0.5)

Database Assistant (0.75)

+Organization #3

Board of Directors

Executive Director (1.0)

VP of Finance and Administration

(1.0)

Staff Accountant (1.0)

Bookkeeper (1.0)

Bookkeeper (0.75)

Director of Facilities (1.0)

Maintenance Workers (2.0)

Director of Human Resources (1.0)

VP of Development (1.0)

Director of Marketing &

Communications (1.0)

Director of Foundation &

Corporate Relations (1.0)

Director of Annual Fund (1.0)

Data Entry (1.0)

VP of Programs (1.0)

Director of Residential

Services (1.0)

Residential Managers (5.0)

Director of Social Services (1.0)

Social Workers (3.0)

Director of Child Care Services

(1.0)

Teachers (2.0)

Assistant Teachers (5.0)

+Excellence Today

+2014 Focus

Leader

Accountability

Impact

Outcomes

Planning

Return on Investment

Evidence Based Practice

+LEADERSHIP

+Peter Drucker

“Only three things happen naturally in organizations; friction, confusion, and underperformance. Everything else requires leadership.”

+LEADERSHIP EXERCISE

+Leadership v. ManagementManagement Leadership

Administers Innovates

Maintain Develops

Focuses on systems & structures

Focuses on people

Relies on control Inspires trust

Short-range view Long-range perspective

Asks how & when Asks what & why

Eye on bottom line Eye on the horizon

Accepts the status quo Challenges status quo

Does the right thing Does the right thing

Plans detail Sets direction

Transactional Transformational

+Non-Profit Leaders Must Have vision

Focus on effectiveness

Cultivate culture of financial awareness and stability

Embrace competition

Engage stakeholders

Maximize technological capacity

Build and sustain an effective board

Value & manage diversity

+Core Skills of Effective Leadership

1. Vision

2. Discrimination

3. Strategic Thinking

4. Commitment

5. Communication

+Internal v. External Competencies

+Nonprofit Leadership Competencies - Internal

Planning

Program Development

Financial Management

Human Resources Management

Visioning

Board Management

Evaluation

+Nonprofit Leadership Competencies - External

Fundraising

Marketing

Community Relations

Advocacy

Policy

+Leadership Styles Survey

+Leadership Styles

Authoritative

A

Tells

Political

B

Sells

Evaluative

C

Tests

Participative

D

Consults

Laissez-faire

E

Joins

+Situational Leadership

There is no one best way to lead.

Leadership behaviors should match the situation.

Effective leaders are able to adapt to the situations at hand.

+Leading Today1. Act quickly… and thoughtfully.

2. Stay mission-focused.

3. Manage talent well.

4. Organize and change.

5. Use your board.

6. Communicate openly and often.1. Funders2. Board3. Staff

+The Army’s Leadership Principles1. Be tactically and technically proficient.

2. Know yourself and seek self-improvement.

3. Know your soldiers and look out for their welfare.

4. Keep your soldiers informed.

5. Set the example.

6. Ensure the task is understood, supervised and accomplished.

7. Train your soldiers as a team.

8. Make sound and timely decisions.

9. Develop a sense of responsibility in your subordinates.

10. Employ your unit in accordance with its capabilities.

11. Seek responsibility and take responsibility for your actions.