Organizational Leadership – Trends and Solutions

Dianne ListerDavid Hutchinson

AFP Congress November 20, 2017

Interim Executive Leadership

LeadershipCoaching

Identification of High-Potential Leadership: Board and Executive

Learning Outcomes: The value and integration of...

The Globe and Mail: May 04, 2017

The greying of Canada’s population is accelerating, as new census numbers show seniors now outnumber children for the first time in the survey’s history.

The 2016 census shows the largest increase in the share of seniors since the first census after Confederation.

Those aged 65 and older climbed to 16.9% of Canada’s population Those under 15 years old represent 16.6%The working-age population — those between the ages of 15 and 64 — declined to 66.5% from 68.5% in the 2011 census.

The accelerating pace of aging in the population carries profound implications for everything... “While the greying of Canada is not new, it’s starting to have a bigger and bigger impact,” said Doug Norris, chief demographer at Environics Analytics.

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Current Talent Pipeline

Recruiting for Current or Hybrid Talent

Private + Corporate SectorsPublic SectorPlural Sector

GenX Ages 38-51 13 YEARS LONG

Boomers Ages 52-70 18 YEARS LONG

Millennials Ages 22-37 15 YEARS LONG

IN CANADA: Approximately, 1,000 people

are turning 65 every single day!

Stop “firing” fundraisers

Interim EDs

Succession Planning

Mergers / Amalgamations

Private Sector

(Plural Sector)

Extending EDs F/T with mandate to

mentor internals

Leadership Coaching

Key Factors for Board

Internal High-

Potentials

1Interim Executive Leadership

2Leadership coaching

3Identifyinghigh-potentials fromwithin and givingthem real leadershipdevelopment andmentorship

Leadership Considerations:

• Experience as C-Suite leader• Sensitivity to organizational culture• Understands Board dynamics• Fully versed in the business of philanthropy• Agile, problem solver, drive and tenacity, excellent communications• Quick study on realities facing organization; high degree of analytical skills• Inspires and leads staff; improve performance

Profile of Interim Executive Leaders

• Caretaker: “steady hand at the helm”• Change-Maker: hand off to new CEO / new Board•“Imbedded consultant” / practitioner• Sector challenges: mergers / amalgamations / collaborations•“Fractional Leadership”

Potential Roles of Interim Executive Leaders

• Reshape organizational culture• Mentorship, leadership assessment, high potentials• Performance management• Board governance / recruitment• Fiscal sustainability• Fundamental changes to attract board + executive

• Can provide best advice as Interim• Internal coach

Who, What, When, Why, and How• Scope of work• Benefit to Organization

Impact of Interim Executive Leaders

Nathalie MercureInterim Executive Director, McMichael Canadian Art Collection and Interim President, McMichael Canadian Art Foundation(September 2015 – April 2017)

As an interim executive leader, you have a fresh start. You are only there to act in the best interests of the organization. You bring no baggage and you have no personal stake in the outcomes. You make the place better for the new leader.” — NM

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Interim President & CEOAssociation for Healthcare PhilanthropyFalls Church, VirginiaSince October, 2017

Previously...President & CEOAssociation of Fundraising ProfessionalsArlington, Virginia2011 – 2016

Chief Programs OfficerAssociation of Fundraising Professionals2006 – 2011

Andrew Watt

Andrew WattAdvice to Boards considering an Interim CEO

Assess neutrality

Board needs to have absolute clarity regarding the brief for the interim CEO:• Caretaker?• Change-maker?• ‘Imbedded’ consultant?

Be prepared to negotiate and budget for extraordinary circumstances” related to the appointment

Consider hiring the interim CEO as a staff member on payroll, rather than as a consultant

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Interim Executive DirectorCanadian Cancer Society, BC YukonMay, 2016 - October, 2017

Previously...Commissioner, BC Housing, Since 2013President and CEO, Vancouver Foundation, 2005-13VP External Relations, University of Victoria, 2003-05CEO, BC Children’s Hospital Foundation, 1990-2003

Faye Wightman

Faye Wightman What Faye brought to the organization (and the value of Interim EDs generally)

• I knew the community and the sector• I had all the experience they needed; it was easy for me to step in and just do it• When significant change is needed and the organization is ‘between’ CEOs, it makes absolute sense to bring in an experienced CEO• There are often tough decisions to make: It may be beneficial to have someone come in to do the “dirty work,” and then leave• Interims can make changes in the short-term that may have taken longer (if at all) Continued...

Faye Wightman More on what Faye brought to the organization (and the value of Interim EDs generally)

• The ‘small p’ politics had to be considered• Interim CEOs are singularly focused on the short-term objectives• As Interim Executive Director, I... > let a lot of staff go in two rounds of layoffs > revamped the Board of Directors > developed a strategic and operating plan > oversaw the merger with CBCF in BC > participated strongly in the national executive team meetings... > and I hired some amazing people!• It might have been more difficult to have had a brand new CEO do that in such a short time

Leadership Coaching

Leadership CoachingBenefits of Leadership (Executive) Coaching with a practitioner:Goals are clearly defined and refined in the process: laser focus on value of sessions

Coach can ask probing questions based on practical experience

Coach is a confidential ally: conversations you can’t have with colleagues, board members, staff you supervise, your partners or friends

Client has a “safe space” to reveal and confront concerns, uncertainties and then develop strategies / solutions in real-time

continued...

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Leadership CoachingBenefits of Leadership (Executive) Coaching with a practitioner:Politically charged and delicate inter-personal relations can be discussed and options considered

Career choices can be discussed within the larger context of “life”

Homework between sessions keeps goals a priority

Leaders can be “themselves”

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Working with High-PotentialsCross-TrainingEducationExternal coachingRegular feedback

Different demographics of High-Potentials have different needs

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Dianne Lister, Senior AssociateDavid Hutchinson, CEO

Vancouver | Toronto | Ottawa | Canada www.hutchgroup.com