Managing and Leading Nonprofit Organizations

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Paul L. Dann. Managing and Leading Nonprofit Organizations

Table of Contents

Guide

List of Illustrations

List of Tables

Pages

MANAGING AND LEADING NONPROFIT ORGANIZATIONS. A Framework for Success

1 Introduction and Purpose of This Book

2 Leadership as Practice

First Practice Perspective: Being Antigravitational

Second Practice Perspective: The Long View

Third Practice Perspective: It's the Journey, Not the Destination

Fourth Practice Perspective: Leverage Serendipity

Fifth Practice Perspective: Use a Compass, Not a Road Map

Sixth Practice Perspective: Awareness

Seventh Practice Perspective: Address Inner Pressures

Eighth Practice Perspective: Hero Leadership versus Leading Heroes

Strategies for Developing Leadership Practice

Opportunity and Engagement

Become an Advocate for Leadership Development Practice

Find a Mentor

Sharpen Your Saw

3 Choosing a Leadership Style

Transactional Leadership

Transformational Leadership

Charismatic Leadership

Quiet Leadership

Situational Leadership

Servant Leadership

Listening

Empathy

Healing

Awareness

Persuasion

Conceptualization

Foresight

Stewardship

Commitment to Growth

Commitment to Building Strong Community

Emergent Thought in Leadership Practice

A Classic Frame

4 Creating Positive Organizational Culture. A Well‐Kept Secret

Understanding Organizational Culture

The Role of Mission, Values, and Vision

The Power of Norms

5 Leadership Development in Action: The Generative Leadership Advantage

Core Elements of Generative Leadership Practice

Expectations

Communication and Feedback

Leadership Attributes

Trust

Risk‐Taking

Opportunity

Related Subthemes

Having a Voice

Commitment

Perceived Need to Act

Organizational Philosophy and Practice

Role Modeling

Shared Beliefs and Values

Structure

6 Performance Management and Employee Engagement

Employee Engagement

Performance Management

Supervision

Summing It All Up

7 Synergy and Management Systems

Core Principles for Effective Systems

Mission Centered

Aligned with the Vision of the Organization

Support the Key Values and Beliefs

Maintaining Both Efficacy and Efficiency

Building the “We”

Meaning Making

Specific Systems

System 1: Communication Practices

Open Communication

Dynamic Communication Strategies

System 2: Meetings

System 3: Continuous Quality Improvement Practices

System 4: Professional Development

System 5: Retreats and Events

System 6: Financial Management Practices

8 Effective Change Management

Types of Change

Five Core Elements Impacting Change

Models for Pursuing Organizational Change

Resistance to Change

Strategic Planning

Step 1: The Gathering

Step 2: Refining

Step 3: The Plan

Step 4: Integrating

9 Effectively Managing Conflict

Communication and Conflict

Core Values, Culture, and Conflict

Leadership and Conflict

10 Leadership Strategies for Effective Teams

Self‐Reflection: Your Supervisory Style

Building Awareness at the Team and Individual Levels

Blind Quadrant

Unknown Quadrant

Hidden Quadrant

Open Quadrant

Understand Parallel Process

Get the Right People in the Right Place

Allow for Ownership

Support in the Right Amount at the Right Time

The Right Tools and Training

Build the Team's Culture

Celebrate and Recognize the Right People

11 Strategic Alliances

Types of Strategic Alliances

Associations

Interagency Collaboration

Networks

Mergers

Acquisitions

Key Points

Mission and Vision Alignment

Avoiding Mission Drift

Culture

Short‐Term Gain, Long‐Term Pain

Staying Ahead of the Curve

12 From Theory to Practice: Bringing It All Together

References

Appendix: Tools to Help Build Leadership Practice. Mindfulness Exercises

Mindful Breathing

Mindful Observation

Mindful Awareness

Mindful Listening

Mindful Appreciation

Leadership Practice Perspective Assessment Tool

Servant Leadership Assessment Tool

Generative Leadership® Questionnaire

Generative Leadership Questionnaire Scoring Sheet

Score Interpretation

Generative Leadership Capacity at the Three Levels

Performance Management Assessment

System Assessment Tool

Conflict Management Strategies Tool

Johari Window Team Assessment Tool

About the Author

Index. A

B

C

D

E

F

G

H

I

J

K

L

M

N

O

P

Q

R

S

T

U

V

W

Y

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PAUL L. DANN

In this instance, I was thrown into a leadership role with only my wits and whatever sensibility I possessed about the human condition and what it would take for people to once again trust someone in a leadership role. Since that time, now more than 40 years later, I have come across many opportunities to develop my leadership and management capacity. Some of these opportunities mirrored my first formal leadership assignment, necessitating that I knock around in the dark with an ever‐emergent understanding of what needed to be done, a live‐and‐learn method. Other learning opportunities were more formal in nature, through training or education; some were supported by the colleagues and mentors I encountered within the field along the way; and still others came from the work itself. The people we serve, the team, and the experiences you have within the nonprofit field combine to teach you while you strive to make a difference in the world.

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Another strategy that you can and should pursue is the use of supervision to help you work through the challenges that are presented vis‐à‐vis the inner pressures. Effective supervision can be critical in the development of any and all leadership strategies and is particularly helpful when you are working to address inner pressures. The key is to have a strong supervisor, something that is not always a readily apparent option. When this is not an option, I recommend finding a trusted individual to serve as a mentor for your leadership practice journey (see the section on finding a mentor later in this chapter).

The eighth and final perspective that I recommend you take on is one more antigravitational effort that possesses enough in the way of dynamic layers to argue that it too meets the definition of simplexity. As you develop your leadership practice for yourself, your team, and your organization, be sure to take a stance that moves against the cultural grain of creating the lone hero leader. Instead, be sure to create heroes at all levels of the organization. Resist the urge to become a hero leader and ensure that each of your team members feels celebrated as a hero for their contribution to the organization's mission and vision.

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