Working Across Generations: Defining the Future of Nonprofit Leadership (Kim Klein's Fundraising Series) - Hardcover

Kunreuther, Frances; Kim, Helen; Rodriguez, Robby

Hardcover

ISBN 10: 0470195487 ISBN 13: 9780470195482

Verlag: Jossey-Bass, 2008

Inhaltsangabe

The authors provide a range of ideas on how to approach generational shifts in leadership so that the contributions of long-time leaders are valued, new and younger leaders' talent is recognized, and groups are better prepared to work across generational divides. Giving context to these differences, they explore the current assumptions about the upcoming transition between generations in the social sector; introduce new ideas or frames for thinking about generational leadership change; and examine how this change poses individual, organizational, and systemic challenges for those in the social sector. In addition, they provide numerous examples and practical exercises to show how to address these issues. The book concludes with critical advice on how to communicate across generations and key recommendations for future research and action.

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THE AUTHORS

FRANCES KUNREUTHER is the director and founder of the Building Movement Project, which works to strengthen the role of U.S. nonprofit organizations as sites for social change and focuses in part on generational change in leadership.

HELEN KIM is a consultant with experience in community organizing, fundraising, and organizational development and specializes in strategic planning, board development, executive coaching, and leadership transition.

ROBBY RODRIGUEZ is the executive director of SouthWest Organizing Project (SWOP), a statewide multi-racial, multi-issue, community-based membership organization in New Mexico.

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WORKING ACROSS GENERATIONS

Leadership change is happening today in organizations all across the United States. In both business and the nonprofit social sector, as well as in government and foundations, long-time leaders are talking about what they will do next and wondering who will take their place while new generations prepare for the future. It is a time of great hope and possibility, and a time of challenge and loss. Working Across Generations offers those working in and affiliated with nonprofit groups the opportunity to think ahead and to proceed thoughtfully during this turbulent period of change. It presents a comprehensive look at the leadership transition and generational shift that the nonprofit sector faces and gives readers practical advice on how they can prepare for this inevitable shift in healthy ways.

The authors provide a range of ideas on how to approach generational shifts in leadership so that the contributions of long-time leaders are valued, new and younger leaders' talent is recognized, and groups are better prepared to work across generational divides. Giving context to these differences, they explore the current assumptions about the upcoming transition between generations in the social sector; introduce new ideas or frames for thinking about generational leadership change; and examine how this change poses individual, organizational, and systemic challenges for those in the social sector. In addition, they provide numerous examples and practical exercises to show how to address these issues. The book concludes with critical advice on how to communicate across generations and key recommendations for future research and action.

Aus dem Klappentext

Working Across Generations

Leadership change is happening today in organizations all across the United States. In both business and the nonprofit social sector, as well as in government and foundations, long-time leaders are talking about what they will do next and wondering who will take their place while new generations prepare for the future. It is a time of great hope and possibility, and a time of challenge and loss. Working Across Generations offers those working in and affiliated with nonprofit groups the opportunity to think ahead and to proceed thoughtfully during this turbulent period of change. It presents a comprehensive look at the leadership transition and generational shift that?the nonprofit sector faces and gives readers practical advice on how they can prepare for this inevitable shift in healthy ways.

The authors provide a range of ideas on how to approach generational shifts in leadership so that the contributions of long-time leaders are valued, new and younger leaders' talent is recognized, and groups are better prepared to?work across generational divides. Giving context to these differences, they explore the current assumptions about the upcoming transition between generations in the social sector; introduce new ideas or frames for thinking about generational leadership change; and examine how this change poses individual, organizational, and systemic challenges for those in the social sector. In addition, they provide numerous examples and practical exercises to show how to address these issues. The book concludes with critical advice on how to communicate across generations and key recommendations for future research and action.

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Working Across Generations

Defining the Future of Nonprofit Leadership By Frances Kunreuther Helen Kim Robby Rodriguez

John Wiley & Sons

Copyright © 2008 Frances Kunreuther
All right reserved.
ISBN: 978-0-470-19548-2

Chapter One

WHICH CRISIS?

There are some people who are lifers at the organization, and some who come and go within a couple of years. There's the old generation that's been there since the organization was founded, and there's the new generation that comes in, stays a couple of years and then leaves. Personally, I'm questioning how much longer I'm going to be involved-not because of my commitment to the community, but is there really an opportunity for me to make change there if the older generation isn't willing to give up some of that power; give us a real voice? Generation Xer

Most of the talk about generation change in nonprofit leadership refers to the exodus of aging baby boomers whose anticipated departure has created enormous anxiety in the sector. The boomers are entering their sixties, an age that previous generations saw as a traditional time of retirement. That means the organizations this generation founded and built will need to find new executives to take their place.

But talk with a boomer, and the first thing he or she is likely to say is, "I'm not going anywhere!" In our workshops and discussion groups, most boomers were more worried about becoming obsolete than finding a suitable replacement. They were clear that they still had the energy, interest, and power to stay in their positions. And they certainly had no intention of leaving until they decided it was the right time to go. So what is happening? Are boomers ready to leave their jobs behind to take a much-needed rest as they enter their twilight years? Or is this large and energetic cohort gearing up for two more decades at the helm of nonprofit and social change work?

What Is the Crisis?

In 2001, a national study of nonprofit executive directors reported shocking results. Published by the California-based management support organization CompassPoint, Daring to Lead found that 75 percent of nonprofit executive directors planned to leave their jobs in the next five years. The statistics were hard to ignore, especially when a series of follow-up studies confirmed their results. For example, a study of United Way of New York City grantees found 45 percent of executive director/chief executive officers planned to leave their positions within five years. A national study commissioned by the Annie E. Casey Foundation reported 65 percent of nonprofit executives said they were leaving in the next five years. In Alberta, Canada, 86 percent of nonprofit leaders surveyed stated they would leave their jobs within the next five years. The University of San Diego found 68 percent of the area's nonprofit leaders expected to leave in the next five years. And the New England Executive Transitions Partnership study stated that over 70 percent "imagined" they would leave their position within five years.

It was demonstrated again and again in studies across the United States and Canada: executive directors were leaving, and the nonprofit sector was unprepared to handle their mass departure. To many it seemed obvious: the baby boom generation of leaders was aging, and retirement was just around the corner. Within a few years of the release of Daring to Lead, a new field, executive transition management (ETM), was developed to help nonprofit groups anticipate the impact of impending leadership transitions and support them through the process.

The focus was not only on departing executives. Concerns about who would replace them gave new energy to initiatives designed to identify and train emerging leaders. There was also growing support for programs encouraging people to enter non-profit work. The emphasis was on grooming new talent who would be in the pipeline. They would be learning how to take on nonprofit leadership while aging executives prepared for their exit.

In 2006, another report, The Leadership Deficit, was published by Bridgespan, a nonprofit arm of the for-profit consulting firm Bain & Company. The report predicted there would be 640,000 vacant nonprofit senior management positions over the next ten years, more than double the number currently existing. Using a statistical model based on the aging population and the figures on the number of new nonprofits that are formed each year, Bridgespan, with its corporate credentials, caught the attention of the nonprofit world, especially foundations. Where would the new leadership come from, and how was the sector going to survive?

A Closer Look

Although there was growing alarm about the retiring boomers, few people were questioning the conclusions that were being drawn from these studies. Why would they? There was plenty of work for those providing ETM services from organizations putting into place succession plans or in the midst of dealing with leadership change. Programs and fellowships for those interested in learning the skills needed to lead were full of energetic talent of all ages. There was clearly a need and certainly a problem that was necessary to address.

The release of Daring to Lead 2006 was the clue that there was more to the findings. This next installment of the study again asked a representative sample of nonprofit executives in the United States about their future plans. Once again there was the dramatic finding: 75 percent of executive directors planned to leave their jobs within the next five years. Yet surprisingly little attention was given to the fact that between the two reports, five years had elapsed and the predicted turnover had not occurred.

Why were so many studies finding that nonprofit executive directors were planning to move on even though they continued to stay? What were these leaders telling us? If CEOs were not leaving, what motivated them to keep saying it was time go? The answers lay squarely in the reports themselves and are confirmed in some of the observations made by the next generations.

The nonprofit leadership crisis, it turns out, is not simply about the baby boom generation aging out of jobs. Only 17 percent of directors in Daring to Lead 2006 said they were planning to retire, a fact almost entirely overlooked by those pushing the crisis scenario. Nor do those who say they will leave seem to want to pursue other interests outside the social sector. The vast majority want to continue working in nonprofits. It turns out that leaders don't want to retire or leave the sector; they just want to leave their jobs.

The anticipated exodus of nonprofit leaders-the one that still has not happened-is not about age; it is about the executive director position. Of course, the boomer cohort will start to step out of their job-and the nonprofit sector in the coming decades-but the focus on their exit has overshadowed how unhappy so many are in their current positions. Both Daring to Lead studies found that executive directors want to get out of their positions because of the amount of stress they experience on the job. Leaders find great pleasure in the impact their organizations have and the relationships they form with colleagues, but these rewards are outweighed by the unrelenting demand to raise funds, manage finances, and, in too many cases, work with...

Details zur Ausgabe

• Verlag: Jossey-Bass
• Erscheinungsdatum: 2008
• Sprache: Englisch
• ISBN 10: 0470195487
• ISBN 13: 9780470195482
• Einband: Gebundene Ausgabe
• Auflage: 1
• Anzahl der Seiten: 224
• Kontakt zum Hersteller: Wiley-VCH GmbH; product_safety@wiley.com; ; Boschstrasse 12; Weinheim; 69469; Deutschland