Rebekah McCloud Leadership–It`s in the Application

Florida Grant Developers Network K-12
Winter Training Conference
February 6, 2014
As a result of this session,
participants be introduced to:
Definition of Leadership
How to Adapt Leadership Styles
Leadership Growth
What Leaders Really Do
Management vs. Leadership
10 Rules of Good Followership
Issue Facing Non-Profit Organizations
 How can Issues be Addressed?
 Issues Facing Non-Profit Leaders
 How can Issues be Addressed?
“Leadership is like a can of paint…it’s
value is in the application”
Think-Pair-Share (Handout #1)
 Think about painting a house.
What are the characteristics of:
A poor job
An ok job
A good job
An excellent job
 Take 2 minutes to write something
down on the handout provided
 Pair-Share: Take two minutes (one
each) to share with a partner
 As we go through this training
session, asses yourself on the
various topics.
 Peter Drucker: “The only definition of
a leader is someone who has
Warren Bennis: “Leadership is the
capacity to translate vision into
Bill Gates: “As we look ahead into the
next century, leaders will be those
who empower others.”
John Maxwell: “Leadership is
influence – nothing more, nothing
 DEFINITION: Leadership is a process
of social influence, which maximizes
the efforts of others, towards the
achievement of a goal.
Source: Keven Kruse, What is Leadership, Forbes at
Many theories of
management and styles of
leadership exist. In the
end, none of them are
right and none of them are
wrong. Different people
respond better to different
styles of leadership. To be
a truly skilled leader,
become aware of the
needs of your staff and
adapt your leadership
style to nurture the most
productivity in your
workers. Follow these four
easy steps…
Step 3. Appreciate the diversity among your
staff. Workers with more skill will most likely
respond well to democratic and laissez-faire
leadership styles; those with less experience
will likely respond more to a more autocratic
Step 4. Experiment with different styles to see
what works best with your group of workers.
Maintain an "open door" policy so that
workers can approach you to discuss workrelated issues. As you get to know your
workers, you will get a sense of how much
direction and how much freedom they need to
be productive.
Steps 1-4 Adapted from Samantha Hanly, Houston Chronicle,
 Leadership develops daily, not in a
 What matters Most is what you do
day by day over the long haul
 The ability to lead is a collection of
skills, nearly all of which can be
learned and improved
 It is the capacity to develop and
improve their skills that
distinguishes leaders from
 Four Phases of leadership growth:
I don’t know what I don’t know
I know what I don’t know
I grow and know and it starts to show
I simply go because of what I know
Source: John Maxwell (The 21 Irrefutable Laws of
Leaders decide what needs to be
done, create networks of people to
accomplish the agenda, and ensure
that the work actually gets done.*
 Sets the vision of an organization
 Vision—A vision statement includes a
complete description of you sometime in
the future after your goal has already been
successfully accomplished.
 Establishes the mission
 Mission—A mission statement describes
your overall purpose. It is detailed and
speaks to who you are and what you will
need to do to make your vision a reality.
* Adapted from John Kotter, What Leaders Really Do,
Harvard Business Review,
 Develops Goals*
 Goals—A goal is the purpose toward which
an endeavor is directed. Goals may not be
strictly measurable or tangible.
 Maps out objectives*
 Objectives—An objective is something that
one's efforts or actions are intended to attain
or accomplish; purpose; target. Must be
measurable and tangible (SMART).
 Empowers staff to go forth and do**
Delegate tasks clearly and concisely
Acknowledge employee achievements
Open your door to employees
Coach employees to be all they can be
Promote employee education
Give up some of your power in favor of
employee autonomy
 Invite feedback from your employees
 Be willing to do what you ask them to do
 Evaluate Yourself
*Source: Adapted from Goal vs Objective,
**Adapted from How to Empower Employees at
 1. Planning and budgeting versus
setting direction
 The aim of management is predictability—
orderly results
 Leadership’s function is to produce change.
Setting the direction of change is essential
 2. Organizing and staffing versus
aligning people
 Managers look for the right fit between
people and jobs
 Leaders look for the right fit between people
and the vision.
 3. Controlling activities and solving
problems versus motivating and
 Management strives to make it easy for
people to complete routine jobs day after
 Leaders attempt to touch people at their
deepest levels—by stirring in them a sense of
belonging, idealism, and self-esteem.
Adapted from John Kotter, What Leaders Really Do,
Harvard Business Review,
10 Rules of Good Followership
(Handout #2)
 1. Don’t blame your boss for an
unpopular decision or policy; your
job is to support, not undermine.
 2. Fight with your boss if
necessary; but do it in private,
avoid embarrassing situations, and
never reveal to others what was
 3.Make the decision, then run it
pass the boss; use your initiative.
 4. Accept responsibility whenever
it is offered.
 5. Tell the truth and don’t quibble;
your boss will be giving advice up
the chain of command based on
what you said.
 6. Do your homework; give your
boss all the information needed to
make a decision; anticipate
 7. When making a
recommendation, remember who
will probably have to implement it.
This means you know your own
limitations and weaknesses as well
as your strengths.
 8. Keep your boss informed of
what’s going on in the unit; people
will be reluctant to tell him or her
their problems and successes. You
should do it for them, and assume
someone else will tell your boss
about yours.
 9. If you see a problem, fix it. Don’t
worry about who would have
gotten blame or who gets the
 10. Put in more than an honest
day’s work, but don’t ever forget
the needs of your family’ If they
are unhappy, you will be too, and
your job performance will suffer
 Evaluate Yourself
Economic Unrest*
Leadership Succession*
Change Management*
Learning Gap
*Source: Center for Creative Leadership at
Economic Unrest
 The loss of funding created a huge
resource problem for the nonprofit
sector and increased the need for
 More nonprofit organizations now
compete for fewer dollars.
 Funders and donors question their
own decisions on why they should
give to a particular nonprofit
 It has become more crucial for a
nonprofit to state why they acquire
their funds and how they use those
 This new environment is pushing
nonprofit organizations to be more
Economic Unrest
 Create and stick to a budget
 Tie your budget to your mission
and strategic plan
 Advance your understanding of
nonprofit financial sustainability
 Learn to write grants
 Create a development plan for
your organization
 Write a sustainability strategic plan
 Do a SWOT Analysis (Handout #4)
 Evaluate Yourself
 SWOT Analysis (Handout #3)
 SWOT Analysis is a useful
technique for understanding your
Strengths and Weaknesses, and for
identifying both the Opportunities
open to you and the Threats you
 Used in a business context, a SWOT
Analysis helps you carve a
sustainable niche in your market.
Source: SWOT Analysis, Mind Tools at
Strategic vs. Tactical Planning
 Strategic planning is an organization’s
process of defining its strategy, or
direction, and making decisions on
allocating its resources to pursue this
 In order to determine the future direction
of the organization, it is necessary to
understand its current position and the
possible avenues through which it can
pursue particular courses of action.
 Generally, strategic planning deals with at
least one of three key questions:
 "What do we do?"
 "For whom do we do it?"
 "How do we excel?"
 Many organizations view strategic
planning as a process for determining
where an organization is going over the
next year or—more typically—3 to 5 years
(long term), although some extend their
vision to 20 years
Source: Strategic Planning at
 Strategic vs. Tactical Planning
 Tactical Planning is
 Short range planning that emphasizes the
current operations of various parts of the
 Short Range is defined as a period of time
extending about one year or less in the
 Managers use tactical planning to
outline what the various parts of
the organization must do for the
organization to be successful at
some point one year or less into
the future.
 Tactical plans are usually
developed in the areas of
production, marketing, personnel,
finance and plant facilities.
Source: Tactical vs Strategic Planning at
Leadership Succession
 There is a leadership capacity
deficit in the nonprofit sector.
 The nonprofit sector has wonderful
leaders and passionately
participate in their organization
 Some leaders find it difficult to
guide their organization’s strategic
 Some organizations may not have a
succession plan in place.
 Leadership seats in many
organizations are currently
occupied, but a retirement or a
quick departure from the
organization could leave the
organization empty-handed
Leadership Succession
 Develop a leadership succession
 Make the plan known to all;
perhaps add it to your constitution
and/or by-laws
 Grow your own leaders
 Expand and diversify the
professional development options
available to staff
 Create good followers
 Evaluate Yourself
“When the infrastructure shifts,
everything rumbles.”—Stan Davis
Change Management/Transition
 Nonprofit leaders are tasked with
Managing change
Being creative with their resources
Using volunteers
Selecting board members who can
contribute in multiple ways
 Retaining and hiring the appropriate staff
 Face multiple changes at the same
 A change in mindset and a change
in behavior are the keys to meeting
the demands of a nonprofit
Change Management/Transition
 Plan for change
 Embrace change
 Empower your staff/volunteers to
deal with change
 Make sure everybody is on the
same page
 Create an Elevator Speech
 Evaluate Yourself
Elevator Speech (Handout #4):
 It should grab attention and say a
lot in a few words.
It should be 15-30 seconds long and
should use action words.
 Your elevator speech should have the
general form:
 “We do (nature of service)
 for (ideal client)
 so that they can (benefit to the
 Consider including a compelling
"hook," an intriguing aspect that will
engage the listener.
 Incorporate examples and stories to
help support your points. (STAR—
situation or task, action, result). Stories
make your speech memorable.
Knowing what fire to put out first
Knowing your leadership blind spot
How to build strategic alliances
Developing Next Generation
 Diversity
Source: Council of Nonprofit at
 Knowing what fire to put out first
 Prioritizing is about making choices of
what to do and what not to do. To
prioritize effectively you need to be able
to recognize what is important, as well as
to see the difference between urgent and
 The important, or high priority, tasks are
the tasks that help us achieve our longterm goals
 At first glance, many of the tasks we face
during a day seem equally urgent and
important. Yet, if you take a closer look,
you will see that many of the urgent
activities we are involved are not really
important in the long run.
 With good prioritizing skills, you finish as
soon as possible all the important urgent
tasks. Then, you can focus your attention
to those most important, but not urgent
Source: Prioritizing Effectively at
Knowing your leadership blind spot
“See ourselves as others see us,” --poet
Robert Burns
 Make sure you are getting feedback;
without it, you can overestimate your
organizations’ capacity and neglect areas
that need improvement.
 Five categories essential for organizational
effectiveness: leadership, decision making
and structure, people, work processes,
and systems and culture.
Areas to ponder:
 the degree to which an organization’s
vision is compelling;
 clarity about the organization’s impact;
 the extent to which an organization’s
culture inspires staff and contributes to
strong performance.
 the extent to which an organization clearly
communicates its priorities;
 the degree to which decision roles and
processes are well understood; and
 the degree to which an organization can
implement change
Humankind has not woven the web of life. We are but
one thread within it. Whatever we do to the web, we do
to ourselves. All things are bound together. All things
connect. —Chief Seattle, 1854
How to build strategic alliances
 Business Card
 Work a Room
 Elevator Speech
The most important goals and resulting
benefits of strategic alliances are:
 Increased services
 Increased programmatic
 Increased market
 Increased funding
 Increase
Source: Advanccing Together: The Role of the Nonprofit
Board in Successful Strategic Alliances at
 Developing Next Generation
 Rotate people through different jobs. You
want to give participants first-hand
experience in many different roles
throughout your company.
 Challenge them with unfamiliar jobs.
Stretch assignments are growth-oriented
exercises with some inherent risk. They’re
designed to push participants past their
skill level.
 Create mentoring programs. Typically,
employees are paired with more senior
employees at their company, though
some programs match employees with
mentors at other firms. Create clear
guidelines for the relationship.
 Ensure participants get frequent
feedback and coaching. You want them to
stretch but not break, so make sure they
have adequate support in new
assignments. Frequent evaluations will
help you catch and address problems
early on.
Tap veterans’ advice. Don’t let
older workers’ knowledge walk out
the door when they retire. Set up
mentoring programs between
veterans and high-potential future
Allow participants to wash out. Not
every candidate will have what it
takes to be a good leader. Restock
the program as needed and go
outside the company if necessary to
seed the program.
Source: How to Develop Future
Leaders at
“Diversity is generally defined as
acknowledging, understanding, accepting,
valuing, and celebrating differences among
people with respect to age, class, ethnicity,
gender, physical and mental ability, race, sexual
orientation, spiritual practice, and public
assistance status.”*
 A diverse workforce is a reflection of
a changing world and marketplace.
 Diverse work teams bring high value
to organizations.
 Respecting individual differences will
benefit the workplace by creating a
competitive edge and increasing
work productivity.
 Provide and participate in diversity
 Identify specific issues around
diversity in your organization
* Source: Esty, Katharine, Richard Griffin, and Marcie
Schorr-Hirsh (1995). Workplace diversity. A managers
guide to solving problems and turning diversity into a
competitive advantage. Avon, MA: Adams Media
 Today we talked about:
Definition of Leadership
How to Adapt Leadership Styles
Leadership Growth
What Leaders Really Do
Management vs. Leadership
10 Rules of Good Followership
Issue Facing Non-Profit Organizations
 How can Issues be Addressed?
 Issues Facing Leaders
 How can Issues be Addressed?
Recap of the day
Know your stuff
Get a terminal degree
Get your hands dirty
Walk the Dog
Toot Your Own Horn
Be a straw, not a cup
Get wisdom, discipline and
understanding (Proverbs 23:23)
 Give back
Contact Me:
Dr. Rebekah McCloud
University of Central Florida
P.O. Box 161920
Orlando, FL 32816-1920
[email protected]
Contact Me

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