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Volunteer Leadership and Organization Sustainability. Leading for Success. Leadership Now - We must become the change we wish to see in the world. " Mahatma Ghandi. Great Leadership Begins with -. A vision and an ability to inspire others A passion for what you and your team are doing - PowerPoint PPT Presentation
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Volunteer Leadership and Organization Sustainability
Leading for Success
Leadership Now - We must become the change we wish to see in the world. " Mahatma Ghandi.
A vision and an ability to inspire others
A passion for what you and your team are doing
A person someone wants to follow
A person who can adapt, try new things and learn from mistakes
A person just like you
Great Leadership Begins with -
Leading Isn’t Always Easy
C H A N G E
1. Develop a positive climate for change
2. Encourage an interest in improvement
3. Show people how change can help them
4. Help people increase their competence
5. Involve people in change decisions
6. Relate the change to their values
7. Develop a value for teamwork
8. Avoid direct confrontations with people
9. Debates are risky
10. Don’t react emotionally
11. Avoid inadvertent mistakes
12. Concentrate on factors within your control
12 Step Program on Introducing Change
Introducing Change
In a volunteer setting, a leader may wish or need to influence participants to:
1. Increase their commitment toward a goal
2. Influence the outcome of a decision
3. Increase pressure to get something done
4. Gain support for a specific project
Influence: The Essence of Leadership
Influence Tactics
Outcomes of Influence Attempts
1. Resistance – avoids, ignores or actively resists
2. Compliance – accepts but apathetically or unenthusiastically
3. Commitment – agrees with decision/influence and is enthusiastic – the response is positive not because they have to but they want to
Power Use Model
Hard/Push Soft/Pull
Less Choice ThoughtfulStrain relationship More latitudeQuicker results Garner support
The Art of Influence & PersuasionRule #1 Prepare and Plan
Pay attention to the smallest details
Rule #2 Listen and WatchThink Big Ears…. Big Eyes….. Small Mouth….
Rule #3 Create a sense of reciprocityDo under others….
Rule # 4 Decisions are all about emotionsWhat we won’t do to avoid pain….
Rule #5 Persuasiveness is about integrityDeceit is transparent…..
Let’s Practice
1. TACTICS• What influence tactic(s) would be the most
effective?• What influence tactic(s) would be the least
effective?• What is the objective of the influence?
USE HANDOUT ON TACTICS
POWER USE MODEL
2. INFLUENCE• Remember the 5 rules - which one(s)
were most helpful in your delivery/response?
The Art of Persuasion
• Create Work Plan
What plan(s) do you have in place to keep your program going if a key member leaves?
Do you know what plan(s) you should have in place?
Identify key areas that could be a land mine
Identify what is needed to remove the risk
Identify people and or processes required
Challenge - Retiring Volunteers & Risk
Creating a Work Plan(con’t)
• Succession Planning Checklist for Volunteers Do you have written policies and procedures that could be easily followed?Do you share best practices with other volunteer groups? Is your current system working? Do you have a mentorship program to grow younger volunteers as leaders? Do you delegate responsibilities to help reduce level of risk? Do you use technology and/or engage skills based volunteers to help? How will you help make the next person successful?
What is Staff Succession Planning?Staff Succession Planning is an organization’s plan and process:
to identify and secure the necessary talent to ensure continuity in key positions; and,
to develop and retain that talent for the future.
There are two types of Staff Succession Planning:
The Board’s chief responsibility is
to replace and integrate the new CEO/Executive Director.
The CEO/Executive Director’s responsibility is
to replace key direct reports and other leaders in the organization.
Why Implement Succession Management?
CEO/ED Position
• It is the Board’s most critical imperative for an organization’s current and future growth. Via a Succession Planning process, Boards align around the description of functional and leadership responsibilities of the CEO/ED, and then develop and/or choose an outside successor for that critical role.
Organization
• Succession Planning allows for the planning of what is needed in key roles, and management of that talent to develop leadership at all levels of an organization meet those challenges.
Why Create a Succession Plan?
Where Do the Levels of Succession Planning Exist?
CEO
COOWarehouse
Operations
Director
CFO
Director of
Accounting
SVP Marketing
Communicati
on Directo
r
SVP HR
HR Directo
r
Board of Directors
CEO/ED Position
Organization
What kind of business environment are we going to be in?
What leadership do we need in the future?
What leadership capability do we have now?
What leadership potential do we have for the future?
What action plans will help us realize our leadership potential?
What can we do better in the above process?
What Questions Does Succession Planning Answer?
Where is Succession Planning Within Talent Management?
A Talent Management Process typically includes everyone and everything in terms of people management: defining job descriptions, identifying people for hiring (and firing) (including those who are not in leadership roles), setting annual goals, employee relations, conducting annual performance reviews, giving promotions, assigning titling, and setting compensation and benefits.
Succession Planning is the process of totally managing your succession needs for leadership roles within your Talent Management system. The Succession Planning process is the identification and planning for key roles, and also includes the overall development of all talent within your system.
TALENTMANAGEMENT
EMPLOYEE
RELATIONS
ANNUALGOAL
SETTING
SUCCESSION
PLANNING
PERFORMANCEREVIEW
S
TITLES & ORG.DESIGN
COMP&
BENEFITS
HIRING &
FIRING
JOB DESCRIPTIONS
SUCCESSIONPLANNING
COMP. & BENEFITS
SYSTEM
PERFORMANCEEVALUATION
PROCESS
ORG. DESIGN & JOB
DESCRIPTIONS
ANNUALGOALS
CURRENTSTRATEGY
Other Succession Planning Dependencies
Succession Planning helps you to choose leaders more effectively in your organization.
Therefore, you need to have a defined mission & vision, a strategy, agreed upon annual goals, and an organizational design to support it all before you choose leaders responsible for execution.
If these operational elements are not current, you also will find it difficult to define what skills you need to lead your organization, or how you expect people to lead.
Succession Planning is dependent upon other functioning operational elements in your organization, including some Talent Management elements.
Essential Elements Required Prior to starting Succession Planning
MISSION & VISION
CEO
COO
Warehouse Operations Director
CFO
Director of Accounting
SVP Marketing
Communication Director
SVP HR
HR Director
Ready Now: Dir. Of Accounting
Ready 1-2 Years: None, Ext. Search
Board of Directors
CEO/ED Position
Organization
Ready Now: COO
Ready 1-2 Years: SVP Marketing
Ready Now: None, Ext. Search
Ready 1-2 Years: Warehouse Operations
Ready Now: Dir of Purchasing
Ready 1-2 Years: Dir of Logistics
Ready Now: Communications Director
Ready 1-2 Years: Dir of Development
Ready Now: Accounts Payable Clerk
Ready 1-2 Years: None, Ext. Search
Ready Now: None, Ext. Search
Ready 1-2 Years: HR Director
Ready Now: HR Benefits Manager
Ready 1-2 Years: HR Payroll (share with Admin)
Ready Now: None, Ext. Search
Ready 1-2 Years: Media Relations Mgr.
All internal candidates for positions have developmental plans to help them get ready. If there are no internal candidates, the organization is prepared to conduct an external search. People can also be developed for more than one role.
Be Prepared For Unforeseen Circumstances!
Build a “Leaderful” Organization Through Succession Planning
Two Handouts:
Building Leaderful Organizations – Succession Planning for Nonprofits
Sample Emergency Succession Plan
• Energize Inc.
www.energizeinc.com
• ePhilanthropyFoundation.org
www.ephilanthropyfoundation.org
• e-volunteerism.com
www.e-volunteerism.com
• Hands On Network
www.handsonnetwork.org
• Idealist.org: Action Without Borders
www.idealist.org
• Independent Sector
www.independentsector.org• Volunteer Match.org• www.Volunteer2.com• http://perrydavis.info/2011/09/19/the-
art-of-influence-and-persuasion/
• National Service Resource Centerwww.nationalserviceresources.org• Network for Goodwww.networkforgood.org• Service Leaderwww.serviceleader.org• ServeNetwww.servenet.org
• Students in Service to America Guidebook http://www.studentsinservicetoamerica.org/guidebook/index.html
• http://ezinearticles.com/?12-Steps-to-Introducing-Meaningful-Change-in-Your-Group-Or-Organization&id=2074759
• Talent Intelligence. http://www.talentintelligence.com/succession-intelligence/
Volunteer Resource Guide