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Dear Friends and Colleagues: A few years ago I heard a new word: "followership." I stopped in my tracks. What could it mean? So I did some research. The Civil Air Patrol defines followership as "reaching a specific goal while exercising respect for authority, a positive attitude, integrity, and self discipline." This military definition may work well in the Army, but expecting that kind of obedience in our sector is unrealistic. In the social sector respect must be earned. So I came up with my own definition: followership assumes that no matter what leadership position a person holds, we all follow someone. An Executive Director must report to a Board, a Board must report to the State Attorney General, etc. I started to think about all the good people who have worked for me and had to follow my leadership over the past twenty years. What attributes did they have? Effective "followers" have strong abilities to monitor outcomes, question assumptions, formulate detailed proposals, keep colleagues (including supervisors) honest and informed, initiate recommendations, and nurture and support co-workers and supervisors alike. At LAPA, we believe followers are an essential part of vibrant leadership. Why? Because good leadership is not restricted to the influence exerted by someone in a particular role or position; it is, rather, shared among all members of a group. Good leaders aspire to foster collective leadership among followers (helping the leaders to feel less lonely at the top). Further, I have seen firsthand that the most functional organizations, the ones that not only survive, but flourish, are led by individuals who are able to listen deeply to their constituents and foster their leadership. I believe that LAPA is still going strong, now in our 11th year, partly because we hire good "followers" – people who are willing to speak out for the good of the organization and the clients we represent. A good follower may (surprise) even turn out to be a potential new leader—something our sector needs for the future. In the spirit of followership, this issue of LAPA News & Views focuses on what to do when a leader resigns and how to figure out who will follow him or her (Succession Planning). We also explore the donor's role in leading and following. Enjoy. Sincerely, INDIVIDUAL DONORS: GETTING BEHIND THE FEAR OF ASKING
This past week my brother asked me to develop a pro bono grant proposal for him and his neighbors because they had received approval from their local town council to build a dog-run. They filed for nonprofit status and he thought the logical next step for a start-up organization with a built-in constituency of potential donors (dog-owners in the area) was to write a grant proposal. I was puzzled. In our conversation it became clear that my brother was afraid of asking people for money. I probed for the sources of his fear. He was afraid that once acquaintances and neighborhood dog-owners gave a donation they would want a larger role in planning the project, and a group of qualified people had already been chosen to do that. Like my brother, many Executive Directors and Board members fear that somehow they will become indebted to the donor. Perhaps, they will have to schedule an unwanted luncheon, build a monument, or name a wing already promised to another donor. As I explained to my brother, individual donor fundraising has a clear
quid pro quo. The donor gives his or her donation in exchange for an opportunity
to be part of a beloved mission. It is the asker's job, upon accepting
the gift, to make this agreement clear to the donor. The donor follows
the pace and lead of the organization, not the other way around. (Donors
can also be leaders, but within the plans of the agency. Their leadership
is needed to inspire other donors to get involved and give more, or give
for the first time.) Once a donor becomes a loyal "follower" of your mission, you can almost be sure of continued funding for years to come. Someone who loves dogs today, will likely still love them tomorrow. That person would gladly follow a nonprofit leader who has a solid and passionate mission for improving the life of a dog. And it is cost-efficient to keep an existing donor informed and excited about your work because, as Terry Axelrod notes in Raising More Money, "...it costs at least five times more to acquire a new donor than it does to renew and upgrade an existing donor." Unlike foundations that have committee processes, individuals tend to remain the primary guardian of their funds, so their ability to act fast and be generous is impressive. The moral of my story is that it's worth examining your fears and seeking support in thinking differently about asking others to be donors. If I can help you talk through your approach about asking people for money, please give me a call at 212.932.8001, Ext 3. Blanche L. Norman "ASK LAPA": ANSWERS TO YOUR QUESTIONS ABOUT MANAGEMENT AND FUNDRAISING ISSUES.
Q. I have been the Executive Director of a mid-size nonprofit for 30 years. Now I must retire. I need to leave the job within the year and I do not know who will succeed me. Since announcing my leave Board members have expressed serious concern about our future. I, too, am worried that a worthy successor will not be found by the end of the year. Please advise. - Martha, Brooklyn Executive transitions are incredible opportunities for organizations to think hard about their future. As nervous as you and your Board may be, I encourage all parties not to rush to fill the vacancy. Instead, consider hiring an interim chief, a senior executive who would take your place temporarily. An interim Executive Director would assume basic management over tasks that keep your organization on firm ground, providing financial oversight, good relationships with funders, and staff management. Take your time. Hiring an interim chief allows your Board and staff to make the right decision about a permanent successor. Further, I urge you to consider hiring a human resources or succession planning consultant to guide you through the process. Why? These individuals bring years of expertise and objectivity to the hiring process. A consultant can help your Board do the following: 1) Create a timeline and work plan for hiring both an interim and permanent
Executive Director. The cost of retaining a consultant for an executive search and selection varies depending on the size of the organization. Fees typically range from $15,000 to $40,000 with an average cost of $20,000 for nonprofits with budgets under $3M. The fee represents good value for what you will get in return: a highly skilled Executive Director who is going to continue to fulfill your organization's mission and goals for many years to come. Many of your current funders may even pay those fees if you ask them in a thoughtful way. Good luck, and keep us posted. Melissa Shurkin PS. You may be wondering where to find an interim Executive Director.
Well, there is an established pool of interim Executive Directors right
here in our city, and I would be glad to tell you how to make contact
with them. You may reach me at 212.932.8001, Ext 4. LAPA STRATEGIC PLAN: AN UPDATE In 2005, aided by the independent firm of Strategists, Inc., LAPA conducted an assessment of its first 10 years of service to the nonprofit sector. Our strategic plan is informed by the findings of the 10-year assessment; it aims to build on strengths and alleviate weaknesses identified in the assessment process. (A full report of those findings is available at LAPA’s Web site: http://www.lp-associates.com/fall2005.htm) LAPA's original strategic plan from 1995 served the firm for its first nine years of existence. It helped to establish the firm as an effective and recognized entity in its field. Given that the goals of the original plan have now been accomplished, LAPA recognized the need for a renewed planning process. The new SP will better position the firm to succeed in its next five years to help it build a greater capacity to positively impact the nonprofit sector. LAPA is in the final stage of completing this new five-year strategic plan. Our plan includes a BHAG—a Big Hairy Audacious Goal—which is exciting, and we will share that with you soon. Laurence will continue to meet with nonprofit community leaders to get their opinions about the plan. Please know we are grateful to all of you who have provided input and comments about our thought process. Click here to contact Laurence A. Pagnoni, MA, MPA. To reach a LAPA associate, click on the name below: Sheldon
Bart, MA LIKE WHAT YOU SEE? Forward this newsletter to friends and colleagues
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Laurence A. Pagnoni & Associates
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Phone: (212) 932-8001 |
