Thoughts on leaving a position

In the last few weeks in a job there are often unique opportunities to make a difference. The ancient Parthian's were famous for hitting the mark even as they left. Hence the 'Parthian Arrow' meaning departing shots taken over the shoulder.

Unlike the beginning of an engagement/job when the quiver is full, by the final stages, the quiver is usually depleted and the canny warrior needs to make every shot count!

1] Recognize that you have, at most, three arrows remaining.

2] Chose your targets wisely. It doesn't make sense to try to win the battle with a single lucky shot at a shadowy figure in the distance.

3] Don't make it personal. Just because you've engaged with one opponent early on don't assume that they are the only one to aim for. Pick your closest and most vulnerable target.

Managing Up

A commonplace in ED circles is frustration with the board...'why aren't they doing more in fundraising/ planning/ recruitment/ governance or community relations? This mantra seems to have increased in recent months as economic hard times bring NPO shortcomings into high relief. In fact, the first place for any senior staff person to look is at their own interaction with the board---have I been clear about my own expectations and needs?

Managing up requires clear and consistent messages about institutional priorities and suggested action steps. Have we established mutually agreed upon goals for the year, for the next quarter?

Managing up also requires a steady flow of relevant information about operational issues that might have the potential of derailing the board's attention. 'No surprises'

Managing up requires that there is an individual entity [chair, committee] ready to reciprocate from above. Ideas, proposal or initiatives go into limbo unless these impulses are evaluated and then implemented, modified, or rejected/returned for further refinement.

Managing up requires clarity on the part of the subordinate about priority. Free floating anxiety may simple signal alarm or, worse, undercut the subordinate's credibility [see 'boy crying wolf'].

Finally, managing up requires telling the board what you need to do the job you've been given. The best capital campaign chair I ever worked for began every meeting by asking, "Phil, what do you need from me or the board?" In an effective board/exec relationship both parties can answer the question what is that you need from me and then direct a real percentage of their daily activity to meet these needs.

Five Steps of A Project. in trouble!

http://webworkerdaily.com/2009/04/22/5-warning-signs-of-a-project-in-danger/

Kevin Sez....

• The internet is a language, not a technology. We have to pursue a degree of fluency across every department and individual.
• If it is hard or technical to do, don’t do it. Find a easier way.
• If there is something you want to do, don’t code it yourself. Go look for a solution pre-built, it’s out there.
• Use the simplest, most common and most popular tools available. Be prepared to try them out and if they don’t work, find another tool
• Plan for change. Everyday.

Kevin Sprague provides a good corrective to those who regard technology as too tough to master or, conversely, as a high art reserved for the cognoscenti.  The operative phrase is 'degree of fluency.' Recently I've advised some organizations against board membership for folks who say proudly, "I never read my email!"  This stance, more often than not, means 'I only pay attention to matters which interest me, or, with which I agree.'    A related issue is PC and technology---not the computer but, rather, tech-Political Correctness as in 'I don't do Microsoft Office. I'm an Apple person.'

I'm Conflicted! Dealing with COI's in Non Profits

Step 1

A basic, good practice for every non-profit is to have a written conflict of interest policy which articulates the essential legal and ethical guidelines for members of the board. [N.B. A similar statement belongs in the staff Policies and Procedures handbook.] If either of these documents don't exist this is a major red flag.

Step 2

One size doesn't fit all-conflicts of interest [COI] come in every shape and size.  Museums, for example, have detailed, well-established policies and routinely review their specific standards.  Once a basic template is adopted it is important for board members to discuss other conflicts which might not appear on a standard form.  For example-

• Board members who perform staff functions as volunteers.
  
• Board members with competing fund raising priorities.

Step #3

Establish an annual board level review of the existing COI policy and modify/amend it if required.

Budget Crisis? Eliminate conferences!

“When they looked at our budget , the first thing they cut was conferences.”  Managers looking for low-hanging budgetary fruit often turn first to the professional development line.  After all, if we’re facing a crisis, the last thing we need is to have ‘the staff off on a junket!’ 

The underlying assumption is that conferences, training, coursework and the like, while ‘nice to haves,’ are not integral to delivery of  core mission.   

In fact, eliminating professional development is the functional equivalent of a high tech company deciding to drop investment in R and D,  research and development! [And, it’s not always a financial issue—“Is it time to panic yet?  Fund raising in a recession” was heavily subsidized—participants were asked to pay $20 for a ½ day session refreshments included!  Nonetheless participants said that colleagues from other groups stayed away  ‘because they decided not to do conferences this year.’] 

1. Staff that are ‘too busy  doing’ to learn are often close to burn out.
   
2. Professional networking saves both time and money—having a Blackberry [nee Rolodex] of contacts facilitates everything from recruitment to candid assessment of the latest software package.
   
3. Staff who develop a broader repertoire of skills are more efficient and more productive.
   

Of course, during a down turn there can’t be any sacred cows when the budget is reviewed, but to simply eliminate professional development is to lay the groundwork for intellectual and professional stagnation.

Survive! Then, Thrive. A Newcomer’s Introduction to Non-profit Management©

Managing through a recession is just like managing in good times---only more so.  Here are the topics I'm writing, blogging, and presenting sessions about.

“Can You ‘Ride the lightning’ ?”
Discovering The First Principle of Survival

“So you got the job!”
Extending The Honeymoon

“What have you done so far?”
Your 1st day on the job

“How can we help?”
Managing, and being managed by, a Board

“How are we going to get through the year?”
Crafting Your 1st Budget

“We need more money right away!”
Getting a Jump on Fund Raising

“What should we do tomorrow?”
Leading Your Team

“Where are you taking us?”
Reaching Stakeholders

“Why doesn’t anyone know about us?”
Implementing a Marketing Plan

“Is this worth it!?”
Handling the Pressure



[c]  Philip S. Deely
Philip Sedgwick Deely & Associates

What to do with a new CEO, Head, ED...?

The first 12 months tell the tale for most new executives.  BoardSource has a new publication that I am willing to bet has some good material.  My own book 'Survive then Thrive' is still in draft form--so until it's ready I'd check out what BoardSource has to say.