Tag Archives: leadership development

Nonprofit Radio for October 9, 2023: Performance Improvement

 

Heather BurrightPerformance Improvement

Do you want to get the best out of your teams? That means getting the best from each player. Heather Burright recommends 360 Degree Feedback and she takes you full circle. She’s CEO of Skill Masters Market. (This originally aired on August 9, 2021.)

 

Listen to the podcast

Get Nonprofit Radio insider alerts!

I love our sponsor!

Donorbox: Powerful fundraising features made refreshingly easy.

 

Apple Podcast button

 

 

 

We’re the #1 Podcast for Nonprofits, With 13,000+ Weekly Listeners

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.
View Full Transcript

Transcript for 661_tony_martignetti_nonprofit_radio_20231009.mp3

Processed on: 2023-10-09T13:30:45.055Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2023…10…661_tony_martignetti_nonprofit_radio_20231009.mp3.766572740.json
Path to text: transcripts/2023/10/661_tony_martignetti_nonprofit_radio_20231009.txt

[00:00:40.71] spk_0:
And welcome to tony-martignetti Nonprofit radio. Big nonprofit ideas for the other 95%. I’m your aptly named host and the pod father of your favorite abdominal podcast. And I am feeling better about 95% to normal. Oh, I’m glad you’re with us. I’d suffer with leishmaniasis if you infected me with the idea that you missed this week’s show. Here’s our associate producer, Kate with what’s coming?

[00:01:10.30] spk_1:
Hey, tony, this week it’s performance improvement. Do you want to get the best out of your teams? That means getting the best from each player. Heather Burright recommends 3 60 degree feedback and she takes you full circle. She’s CEO of skill masters market. This originally aired on August 9th, 2021. On Tony’s take two,

[00:01:12.64] spk_0:
one from the

[00:01:46.44] spk_1:
archive were sponsored by donor box. Outdated donation forms blocking your supporters, generosity. Donor box, fast, flexible and friendly fundraising forms for your nonprofit donor box dot org. And by Kela grow revenue, engage donors and increase efficiency with Kila. The fundraisers crm visit Kila dot co to join the thousands of fundraisers using Kila to exceed their goals. Here is performance improvement.

[00:02:13.66] spk_0:
It’s my pleasure to welcome Heather Bur Wright, she is founder and CEO of Skill Masters Market, creating dynamic people centric solutions that drive business goals. She has 15 years of experience identifying core competencies that are needed to see real results and creating the learning strategies needed to develop them. The company is at skill masters market dot com and Heather is at Heather Burright. Heather. Welcome to nonprofit radio.

[00:02:22.80] spk_2:
Hey, tony, thanks for having me. It’s a

[00:02:37.38] spk_0:
pleasure. Absolute pleasure we’re talking about, we’re talking about performance improvement and you use this tool called 360 degree feedback. So we’re gonna start with the basics. What’s an overview of 360 degree

[00:03:07.78] spk_2:
feedback? Yeah, absolutely. Um So 360 degree feedback, a 3 60 assessment is a great way to get feedback. It’s exactly what it sounds like to get feedback with that 360 degree view. So you can invite people like your supervisor, your peers, your direct reports, um other colleagues or partners and you can get anonymous feedback all in one place and then you have some good comparison data. So you can see how you’re being perceived. Uh There’s also a self uh survey as part of that. So you can compare how you’re being perceived to how you’re perceiving yourself and it just gives you really rich information. So that as you start to think about, what do I want to work on? Where do I want to invest my time, my energy, my resources, you have some really good data to work with, to help inform that. So you can prioritize your professional development a little better.

[00:03:32.26] spk_0:
It sounds very interesting to uh compare what you think of yourself to what others think of you do. You uh have you, you’ve been doing this for many years, you see a lot of um disparities, uh a lot of incongruent between self assessment and the assessment that others have provided.

[00:03:54.63] spk_2:
There. There can be for sure. Um I actually, with 3 60 assessments, I feel like you’re

[00:03:59.79] spk_0:
living in deep denial. Maybe

[00:04:52.28] spk_2:
it happens with 3 60 assessments. I feel like um how you show up to different groups of people can intentionally be different. So what your supervisor sees may be different from what your direct report see or what your peers see and that might be OK. So it’s about taking that information, finding those discrepancies, finding that alignment and then interpreting it uh for your own, your own work, your own lifestyle and, and what, how you wanna be, you know, showing up to all of those different groups. I actually do something and it’s not for, for today’s conversation, but I actually do something called an intercultural development inventory, the I dia qualified administrator for them and that assesses uh intercultural confidence. And there’s actually uh I’ve seen a greater disparity in that assessment than in 3 60 assessment asses which typically assess more general or more common leadership competencies.

[00:05:12.82] spk_0:
OK. All right. So in the, in the intercultural intercultural assessment, people perceive themselves as more aware, sensitive conscious than, than they are perceived by others. Not surprised. Yes,

[00:05:18.43] spk_2:
we do that a lot. Right. We do. It’s why, for me that’s why, you know, we all think

[00:05:24.01] spk_0:
we all think we’re great people.

[00:05:26.17] spk_2:
We do and we are right there. We all have great skill sets and things that we can offer the world. But I think if you think about your to do list, right? A lot of us will tend to put too many things on our plate. And then we wonder why we can’t accomplish at all. It’s because our perception is not always matched to our reality.

[00:06:04.88] spk_0:
Yeah. Yeah. Perception and reality, right can diverge greatly. OK? That could be, I mean, this could be fodder for therapy too. But, but when we’re talking about coaching, because coaching, you know, you need, uh I gather, you need somebody to help you assess all this input that’s coming in. And especially if you’re deeply divergent between what you think and what others think. Uh you know, you, I could see how coaching would be critical so that you don’t jump off a cliff with these results.

[00:07:04.51] spk_2:
Yes, absolutely. With 3 60 assessments, I recommend going through the assessment process, which just helps to increase kind of your own self awareness where you are, where you want to be and then working with a coach to help prompt you to action. So, in the awareness phase and you know, you’re taking this assessment process, it’s anonymous feedback. So it’s feedback that you’re not necessarily going get anywhere else. Most people aren’t gonna just walk up to you and say your communication skills are not as good as you think they are. So it’s feedback that you’re not necessarily going to get anywhere else and it can show that those discrepancies in that alignment, um which is really, really helpful, it brings a lot of self-awareness to the table. But then during that coaching session, you can start to identify action, focus on the action that you want to take. So you’re able to identify, you know, which skills are, are most essential to your current role. And how did you do on those skills or which skills are most essential to future role? If you wanna look at it from a future perspective, I know I wanna move into this other position or this other role. And so what skills are gonna be most important there? What do I need to work on to get there? And so you can start to consider what you might need to leverage. What are your strongest skills are? Uh but also what you might need to enhance as you move forward. And then those skills which are identifying with that coach uh can become part of a custom action plan that you have. So again, you’re able to prioritize your professional development a little more effectively.

[00:07:47.84] spk_0:
Ok. Um All right. So let’s take a step back. We, we get a little ahead, but that’s ok. Um, where, what’s the, all right. So you’ve already said this is confidential. It’s anonymous. All right. So it’s, it’s really the best information we’re gonna get. Um, it’s from all different, all different networks. So it’s people that are lateral to you, uh, working for you who you work for could be others. I mean, I don’t know, in nonprofits, might you go to, you go to board members? If there’s a relationship there, if there’s some liaison, work there or something, would you go to? Maybe donors, would you, donors, volunteers that the person is working with or is that really not appropriate to ask them to participate in?

[00:08:16.89] spk_2:
Yeah, I’ve not seen anybody go to donors, but definitely volunteers if you’re, if you’re working with them in a capacity where they’re going to see those skills at play, right? If they, if you’re not working with them in that way, they wouldn’t make a good feedback provider.

[00:08:30.94] spk_0:
Ok. All right. So volunteer. Yeah, donors, that seems like a little much to ask for someone to rate the person that you rate the fundraiser that you work with or something. Ok. Um, so let’s identify the benefits for the organization that would do a 3 60 assessment.

[00:09:38.71] spk_2:
Sure. Yeah. So what I love about assessments is that they are strategic uh but also compassionate, human centered, right? So when it comes to leadership development, um professional development is especially important. You want your leaders to be better, you want them to be stronger for your organization and you want them to perform well. So assessing on uh those common leadership competencies, gives a baseline that is both relevant to their work and to your organization and practical. Um But you also, if you think about the human Center piece of it, um your leaders also have dreams, they also have goals beyond just your their role at your organization. And so, uh by having the 3 60 assessment, you’re able to assess those things, those competencies that are important for your organization, but you’re also giving them some ownership and what they do with that information. And so they’re able to tailor the, the action plan that they’re gonna get out of this, they’re able to tailor that based on what their goals are within the organization as well. So whatever they decide to do will benefit the organization, but it will also be tailored to them. And so they, it will benefit themselves, you know, their own development as well.

[00:10:00.92] spk_0:
So I’m gonna ask about some outliers ha have you seen cases where the, the assessment was just so bad that the, the organization decided, you know, we, we gotta just let this person go like we just, we can’t, there’s no performance plan, there’s no action, there’s no action worksheet. That’s gonna, that’s gonna, that’s gonna bring this person along. It’s, it’s, it’s just

[00:11:07.34] spk_2:
hopeless. Yeah. So I have not, uh my recommendation is not to use it to use a 3 60 assessment in a punitive way. Um And so you would only use a 3 60 assessment. If there’s someone that you want them to develop, you want to see them develop and grow within your organization. Um And in fact, I I recommend that the results are kept confidential between the participant and the coach and that no one else actually gets a copy of those results. I actually get that request a lot at the board level. If it’s the, it’s the CEO that’s going through um the assessment process, the board chair will, will want those results. My recommendation is, is not to do it that way. Um I also get a lot of um requests for the 3 60 assessment to be the performance review and that’s also not a great use of a 3 60 assessment. You wanna do the performance review separately and then one of their goals through that performance review process might be to complete a 3 60 assessment. But again, only if you’re really invested in them growing and developing as a leader, not as a way to, to sort of move them out of the organization,

[00:11:32.68] spk_0:
it’s counterintuitive, not using the assessment as a as performance uh evaluation tool. What, what why is that say? Say a little more about why that’s not recommended.

[00:12:06.47] spk_2:
Yeah, I think so for me. Um, I think giving the 3 60 assessment to someone that you um believe in and you are valuing their contributions, you’re gonna have a lot better outcome. They’re going to be more honest in the assessment process. Uh, their feedback providers are probably going to be more honest as well and then they’re able to have a good honest conversation with their coach and they’re able to kind of lean into that vulnerability without constantly thinking, I’m gonna get fired, right. It’s actually really good useful information to grow. Um And I would recommend 3 60 assessments for star performers. Um you know, just as much as I would for those that you are looking to develop for a particular reason.

[00:12:30.57] spk_0:
Ok. Ok. Um So how do we get started with this uh uh in the, in the organization? I mean, if we’re gonna suppose we’re gonna do this enterprise wide, I mean, that could mean, you know, 456 employees for some listeners, it may mean hundreds of employees. How do we start this? Yeah, where do we start?

[00:14:13.63] spk_2:
Yeah. So every organization is different, they’re going to approach it in a slightly different way. Um The I work with a vendor that hosts 3 60 assessments. So those assessments are already created, they’re standard, they exist for um different types of leadership. So whether it’s the, the CEO executive director or um whether it’s more of an di contributor in individual contributor or something in between, they have assessments um that are tailored to each of those different um types of roles within an organization. So I would, you know, first look at um how do you want to roll this out? Um A lot of organizations will start with maybe a senior leadership team to show that they’re, you know, modeling what they, what they, what they would ask of their other staff. Um And so they might start with a leadership team, um have a small group, go through this process and then look at adding some additional staff to that. Um The only thing that you would wanna consider really is um great or fatigue. So if in an organization, you’re going to be asking the same people to provide feedback to multiple people at the same time, um that can get a little bit fatiguing and then they might not be as honest or they might not take as much time um as they go through the assessment because they’re just trying to get through all of them. Uh So you want the readers, the people who are providing the feedback um to feel like they have the time and um you know, the energy to get through those assessments as well.

[00:14:32.73] spk_0:
Yeah, because if, if, if there’s a lot of people at the same level and you’re evaluating your peers, right? I mean, you could have to be doing a lot of these. All right. So how do you overcome that spread, spread out the time and give them more time to do. I mean, I suppose you have to do six or eight of these things.

[00:14:46.78] spk_2:
I would start with a smaller group and then as that group finishes, you could look at bringing in another group to complete the assessment.

[00:15:28.11] spk_1:
It’s time frame break donor box. You’ve heard the testimonials, easy set up fast checkout QR codes simple for your donors and incredible results like you’ve gone to 10, eighteen’s 70% increase in donations. If you’re looking for a fast flexible and donor friendly fundraising platform for your organization. Check out donor box, donor box dot org. Now back to performance improvement.

[00:15:31.56] spk_0:
So this is not something that sounds like it can be easily done in house. You, you’re saying you work with a vendor that already has these, these assessment tools published. It sounds like something that would be kind of hard to recreate in house and, and do and do. Well,

[00:16:08.09] spk_2:
I think it depends on just the resources of the organization. Uh There are really good off the shelf assessments where you don’t have to spend the money to create something that’s custom to your organization. You can a lot of um a lot of the vendors who offer off the shelf um assessments can also do custom assessments for your organization, but it’s, it’s a fairly resource heavy project um, because you wanna make sure that whatever gets created is statistically relevant. It’s a valid assessment and all of that. And so, um, to do that a lot of times it does take more time and more resources to make it happen.

[00:16:25.93] spk_0:
What happens if there’s an outlier in the, in the Raiders, like one person rates somebody so high or so low compared to the other six or eight people. That, that rate what, what happens to those outlier ratings.

[00:17:23.67] spk_2:
Yeah, that does happen from time to time. You’ll have somebody who, um, you know, every question just about is really high or really low. Um, you know, I, as a coach, um, I might ask the participant, um, if they have any thoughts about why that might be the case and we might have some conversation around, you know, why someone might be rating really high or really low. It is anonymous. So, unless it’s the supervisor, they’re probably not going to know who said, you know, who it is, that’s rating them that’s out there. Um, but you can have some good conversation that way. Sometimes there’s not, you know, anything that comes to mind that would make someone, um, be completely different than the other radio. And so, um, you know, you’re gonna kind of go with the, with the theme across and so if most people are rating you at a four and then one person at a one, perhaps that one person had one particular experience that they’re, they’re, you know, calling to mind if they’re completing the assessment. And so that’s causing those scores because

[00:17:45.64] spk_0:
the person, you, you, you keep their car when they took your parking space to the right,

[00:17:52.72] spk_2:
you never know, you never know. Uh And so it’s, it’s information um but it’s not necessarily the focus because the theme is that most people are, are rating you in that four.

[00:18:52.95] spk_1:
It’s time for a break. Kela increase donations and foster collaborative teamwork with Kela. The fundraisers, CRM maximize your team’s productivity and spend more time building strong connections with donors through features that were built specifically for fundraisers. A fundraiser, Crm goes beyond a data management platform. It’s designed with unique needs of fundraisers in mind and aims to unify fundraising, communications and donor management tools into one single source of truth visit, Kila dot co to sign up for a coming group demo and explore how to exceed your fundraising goals like never before. It’s time for Tonys take two. Thanks, Kate.

[00:24:10.82] spk_0:
I’m replaying the Tony’s take two from the show that Heather Burright appeared on. I was talking about sharing non profit radio, but I went into a, a bit of a tangent about waiting tables and sharing tips. Here. It is, sharing is still caring. Who can you share a non profit radio with? I was thinking it could be a lackluster colleague or maybe somebody who’s in another non profit or you know, a friend who works elsewhere who you just happen to know is not up to speed mediocre, lackluster because we’re talking this week about performance improvement. So, whose performance do you want to improve? That’s the person you refer to nonprofit radio. They need to be listening. They got to up their game. They don’t want to be mediocre and lackluster any longer and you don’t want them to be, especially if they work in your shop, they’re dragging you down. It’s like when you used to, did you ever wait tables? Those are waited tables. If, if you did and sharing tips. Oh, that’s the worst. It was just last week. Um I wrapped it up. Yeah, just, just in just uh late July uh no years ago waiting tables and we shared tips, the mediocre people bring you down and you know who they are. You, you know, you can hear them at the adjacent tables. The adjacent station, I was always mediocre at one thing. I was terrible, worse than mediocre. I was always terrible at cappuccinos when somebody ordered a cappuccino. And I had a face that daunting high, highly polished copper machine with the nozzle for the milk and the foam and the, the knobs and the, they gotta press the espresso in right and it’s just the right pressure and the milk has to be the right temperature and this, this machine just scared the hell out of me just to look at the thing. I didn’t even like walking by it. I got, I, I would, I would get, I would get, I would get sweats just walking past it. Let alone, I had to face off with the thing when somebody ordered a cappuccino or God forbid, a table table of four or six. Yeah. Well, all round of cappuccinos. Oh, my God. Every other table in my station is gonna be half an hour late Now while I fight with this machine to get the milk to the right temperature and the foam and the right consistency and the wh cappuccinos my death. I really somebody who wrote a cappuccino. You sure you don’t want a Limoncello. I have a Limoncello on the house give you I’ll give the table around Limoncello. If you will, you alone will just not get a cappuccino. All right. That was my bane as a waiter. But so, so, but that didn’t bring the tips down cause everybody got free drinks because I hardly ever poured once I got smart. Of course, the house didn’t like it but they never knew. Um So you know, so the tips actually were, were better because I was given free drinks for everybody to bribe them away from a single cappuccino. So that aside the uh yeah, the sharing of tips, I hated it. I the, the, the, the, the poor performers were always dragging us down were killing us every night and I could hear them you know, that in low energy they forget what the specials are. They read the specials of their little, their, their parchment paper, little, little note pad because they couldn’t afford to buy a new one because their tips are so low because they’re so poor and they were gonna drag me down with them. Well, first of all I didn’t use the little book. I used to memorize the specials. I never liked looking at that because the thing gets red wine spilled on it. And you know, it’s, it wouldn’t get cappuccino on it because I didn’t know how to make them, but it might get milk on it as I was trying. So the poor performers, the poor performers in your nonprofit, I’m bringing it back. I’m bringing it back. Don’t worry. Uh You know, they’re dragging you down. So you got to refer them to non profit radio. That’s it. You want to raise the level of all the boats. Wait, you want to raise the level of the whole sea. Wait, you wanna raise, you wanna, you wanna raise all the boats, you gotta raise the sea. That’s what it is or the yacht basin. So your organization, you’re non profit, that’s the yacht basin. You gotta, you wanna raise all the boats, you gotta raise the sea. Refer these poor performers to nonprofit radio. That’s the point. That’s where I’m headed. All right, cappuccinos and Limoncello. Who can you refer non profit radio to I’d be grateful. Remember, board members too, if you got any friends, they’re board members. Board members are great listeners. They, they use it to stimulate conversation to stimulate thinking very valuable. Plus anybody who works for a nonprofit naturally. Thank you. Thanks for thinking about it. Who you can refer non profitt radio to? That is Tony’s take two. That is Tony’s take two Kate.

[00:24:15.55] spk_1:
You know, dad just got a new espresso and cappuccino machine. So when you come over for the holidays, we’re gonna learn how to make cappuccino. So you can’t, you know,

[00:24:38.92] spk_0:
I can practice, I can practice on the, on the, on that machine. All right, I’m telling you those things scared me. It’s got that long tube with the milk that, that the milk has to come out of and steam and froth and the knobs and everything.

[00:24:40.94] spk_1:
You’re gonna be an expert by the end of the holidays.

[00:24:44.12] spk_0:
Ok. Christmas cappuccinos. I’ll, I’ll be pouring them. All right.

[00:24:49.07] spk_1:
We’ve got, we’ve got just about a butt load more time. Let’s go back to performance improvement.

[00:25:01.75] spk_0:
And what form do people who are rated, get this information in? WW? Is it something quantitative or is it narrative or both or what, what are they seeing? What’s each person who gets rated seeing?

[00:25:34.04] spk_2:
Yeah, absolutely. So, um the vendor that I work with particularly, um and I think this is true of, of other vendors that I’ve seen as well. Um There is data that’s involved. So you will be able to see for each question um how you were rated, you’ll be able to compare those scores by the different R groups. Um A lot of times there is um an opportunity to roll that data up as well, so you can start to see overall what are my strengths and my development opportunities. Um And then there’s typically something um a little more qualitative um included as well where people can kind of open comments, provide feedback and you can spend some time looking at that as

[00:25:54.30] spk_0:
well. Ok. Ok. Um And, and let’s talk more about the, the coaching and the, and maybe the work plan that goes along with improving areas that aren’t so strong. Um How long does that last or what? What, what does that look like?

[00:26:55.70] spk_2:
Yeah, so um the assessment process itself uh can take a few weeks just to get that feedback. You know, you’re gonna do self assessment, you’re gonna invite your readers, they’re gonna go in, provide their feedback, it’s gonna generate the, the data, the report for you. Um And then the coaching session you want at least one that I would say is the absolute minimum. I thought this was right to go through that data. Um If you’re really looking to, to see that person um that participant make progress on their action plan, so they’re making progress towards their goals, then I definitely recommend looking at a longer term relationship with that coach because they can start to become an accountability partner and they can continue to prompt them to action. They can continue to help them think through how they’re gonna apply what they’re learning on the job. And so there’s just a lot of value there. Um, I would say that about that, um, does vary by organization as well. Um, but if you want to see, you know, those results, um, and see the action being taken. Um I would say at least three months um probably longer to, to watch that behavior start to change.

[00:27:33.84] spk_0:
Uh Tell us a story about an organization or it could be a person. Um I kind of like the organization level if you have a story like that, like where you saw, you know, you saw them go through this process and you saw improvement among key people in the organization and they don’t have to be senior leaders, but you saw, you saw improvement, you know, you saw a benefit come out of this, whatever, eight months later, a year later, a year and a half later, you know, share a little story.

[00:29:27.05] spk_2:
Yeah. So um for, I guess for anonymity sake, I can share my own story because I have been through the 3 60 assessment process um myself. Um If you like, so I, when I went through the 3 60 assessment process, um some of the feedback that I received was that I needed to use my voice more that I had, um, you know, good ideas when I spoke up and that I needed to, you know, speak up more and make sure that people heard and valued what, you know, whatever it was that I had to say. And it was something that I, it was a piece of feedback that I found very interesting because I felt like in some environments, I was pretty quick to speak up to, you know, take a lead in something um to have my voice heard. And then in other environments, I might be a little less likely to do that. And it just kind of depended on the situation. What um I was on a lot of cross functional project teams at the time. So, you know, what was my role on that project? Who was leading that project, that kind of thing? To me, it all felt very strategic about when I was um using my voice and, and when I wasn’t, but with that feedback, right, that’s information. So with that feedback, I was able to um start to think about how do I want to use my voice? And um when do I want to use my voice and what would it look like or what would it feel like to be heard in, in different settings? And uh through that process, I was able to um more intentionally start pick up um not just in meetings, but also, um you know, one on one with my supervisor and say, you know, hey, I’m interested in this or I wanna know more about this or I think we should do this or whatever the case is. And I was able to start using my voice a little more intentionally. And the within the organization, um and saw from a, from a career perspective, saw my own, my own career start to um open up and, and grow quite a bit from that.

[00:29:56.55] spk_0:
And so the feedback you got wasn’t as nuanced as you would have, you would have thought it would be like you said, certain situations, you were deli deliberately reticent to speak up and others, you were more vocal, but the feedback wasn’t that nuanced.

[00:30:31.97] spk_2:
Correct, correct. Because if my, if you think about like my peers, they’re seeing me in different environments or uh my partners, I was working on a lot of cross functional teams. So I had partners from all over the organization that were providing feedback. And so depending on which projects I was working on, I might have been leading the project or I might have been just a contributor on the project. And so depending on um what my role was, I was showing up differently in those settings,

[00:30:51.04] spk_0:
right? So each people, each person saw you differently. They didn’t, they didn’t see the full breath. But overall, you took it as I should speak up more, I should be more assertive, I

[00:30:52.06] spk_2:
guess Yeah, absolutely. And just think about how I’m being perceived as well, right, within a, within a meeting or, um, a team.

[00:31:06.28] spk_0:
And then how about developing an action plan? What, uh, what, what do you do that in conjunction with the coach or what ho how does that, how does that look? And how long is an action plan last?

[00:32:56.08] spk_2:
Yeah. So I recommend doing that in conjunction with a coach, uh, at least on that first coaching call to have um something in mind that you’re gonna be working towards. So I typically go through kind of the who, what, when, where, why, how questions. So um you know, what is it that you wanna do? What is it that you wanna focus on? Which competency is standing out to you? Which area are you believing that you want to develop in some way? Again, it could be enhancing um or leveraging a strength that could be enhancing something that’s a little bit weaker. But what is it that you wanna work on? And then how are you going to do that? Are you gonna go um to a training? Are you gonna participate in a leadership program? Are you going to, you start listening to podcasts like this one about, you know, whatever topic you’re trying to work on, what is it that you are going to commit to, to develop that particular skill? It could be taking on a different project at work, right? That you know, is gonna challenge that skill set. So um thinking through your options and deciding how you want to develop that skill and then also with that, putting a timeline to it. So when, when are you gonna start, um what are the, you know, milestones that are gonna be along the way? How long will it take you to complete whatever it is that you’re deciding you want to do? Um And then from there, who, who’s gonna help you, who’s gonna help hold you accountable? We know that most people don’t just change automatically. So if you think about the number of people who um don’t uh follow through on their New Year’s resolutions, right? It, it takes more than just knowing that you need to change or even sometimes having a desire to change and so who can help you, who can be that accountability partner for you, um to make sure that you’re working on this goal and, and it could be the coach, but it could be someone else as well. It could be a supervisor, it could be a peer, um a partner, even someone just in your life that’s going to help, um help you, you know, work towards your goals. And so going through some of those questions, you’re able to put together an action plan that includes things like that timeline. How long you’re gonna be working on it? What do we

[00:33:21.08] spk_0:
do for the folks who really just don’t take this feedback. Well, maybe there are strengths but they’re not, they’re not acknowledging those or maybe, maybe they don’t have strengths identified or let’s just say it’s objectively, it’s, well forget, um, subjectively it’s taken as very bad, forget how it looks objectively. The, the person is taking it very badly, very hard

[00:33:41.46] spk_2:
it happens.

[00:33:42.08] spk_0:
What do we do? What do we do?

[00:34:27.39] spk_2:
So, you know, a skilled coach will probably do one of two things. I, I believe I’m a skilled coach, but a skilled coach will likely do one of two things. Um, one try to on that call, uh, get to at the, the bottom of that feeling, basically what’s causing it. Why am I getting such a reaction from this information? Um, just trying to understand perhaps there’s something that is triggering the reaction beyond just what’s on, on the, the paper, so to speak. And so having that conversation can actually sometimes move people into a new place, a better place to, to have the conversation that you have wanna have. Um, another option. And, and another thing that a skilled coach might do is just ask to reschedule the call. Um, because sometimes

[00:34:36.89] spk_0:
to do what reschedule

[00:34:53.58] spk_2:
the call, the coach call, right? Um Because sometimes there’s just something, whatever it is, whether it’s a, uh, a data point or a comment that has been included in the feedback, something just hijacks you and you can’t move past it in that moment, but that doesn’t mean that two weeks from now, one week from now you wouldn’t be able to move past that. And so sometimes having some space can, can be really beneficial. And so just saying, you know what it sounds like, this is not gonna, you know, be a good time for us to have this conversation. Why don’t we reconnect on Tuesday and then you’re giving some, them some space to kind of think through and process what they’re, what they’re learning in the assessment.

[00:35:21.60] spk_0:
Ok. I could see how some people could take it hard.

[00:35:23.86] spk_2:
Absolutely. Absolutely. Right. There’s that one comment, the comment that

[00:35:29.60] spk_0:
like maybe you even thinking, I know who said that. I know who that was. He killed me.

[00:35:36.52] spk_2:
Yes. People spend time trying to figure out who said what and it’s not, that’s not the point, right of the assessment and so helping them move past that can, can be part of the, have you had

[00:35:48.58] spk_0:
people plead with you to tell you? Oh, come on, who said that?

[00:35:51.98] spk_2:
Well, as a coach, I don’t know who’s at it. So

[00:35:55.20] spk_0:
it’s anonymous to

[00:36:08.79] spk_2:
you. It is, I, I might know uh for the, for the data points, I know which group it came out of and, and they do too, um but not necessarily for the open field comments. Um And so it’s, it’s, you know, you can think about this all day, but it doesn’t mean you’re gonna get it right. And then what if you do, what, then what, you know what’s gonna change for you? How are you going to use that information? So,

[00:36:17.88] spk_0:
now I’m, now I’m blowing this up. Like, have there been cases of retaliation where somebody confronted somebody? I know you, I know you’re the one who wrote this.

[00:36:26.79] spk_2:
I, I would guess somewhere in the world that perhaps that is the case. Um, but I have not experienced

[00:36:42.49] spk_0:
that. All right. No workplace blow ups or confrontations over 3 60 assessments. All right. All right. Um What else, what else would you like us to know? We still got, we got some time left. What like what happened? I asked you that you think folks should know about these 3 60 degree feedback?

[00:38:23.26] spk_2:
Yeah, I would just add that. Um So I work with, with nonprofit leaders to help them create scalable learning strategies. And um you know, oftentimes when there is some sort of learning need, some sort of professional development need, we go to training and I create training. So I’m biased. I, I like it. I think it’s a great solution but it’s a solution. And I think pairing any other sort of professional development program, um like a training with a 3 60 assessment is actually even more valuable because if you’re able to assess your skills first and then say, here’s where I need to improve, here’s where I need to focus and then you send them through, say a leadership training, they have that skill set in mind. As they’re going through that training, they’re focused on that particular skill set, whether it’s, you know, communication or relationship building or whatever they’re focused on that, they’re gonna get back out of it and then you’re gonna see some really intentional transformation um because they had the assessment process first. So when I think about creating scalable learning strategies for organizations, it is thinking through that whole process, how can we make sure that we’re being strategic, that the organization is getting what they need? But then also thinking about the individual within the audience. So things like 3 60 assessments combined with formal training, combined with coaching, um can actually be a really effective way to see how people grow and develop. I think, you know, for me, I think people are worthy of investment and then I think investing in your people, make them feel valued and gives them, you know, a new, new skills and a new passion for their work. Um And as leaders in our organizations, we get to create that environment, we get to create those opportunities so that our people can thrive. And so an assessment is one great tool that you can use in conjunction with many other tools to help your your leaders grow and develop.

[00:39:02.09] spk_0:
So then by coalescing all the assessment data for all the individual people, you’re saying you can target training enterprise wide that that helps lift lift skill deficits that, that are like common across lots of people in the organization.

[00:39:27.21] spk_2:
You can, you can. And even if you have a general leadership program, if your individuals have gone through the 3 60 assessment process, they’re looking to develop particular skills. And so they’re gonna be looking to find that you, you often find what you’re looking for, right? So they’re gonna be looking to find whatever that is in the leadership program. So even if it’s a, a more general program that you’re offering, um or you’re, you know, sending people to the 3 60 assessment, gives that individual information so that they look for that when they’re in that program. Yeah.

[00:39:51.41] spk_0:
Right. Right. As you said, right. They’re looking, they find what they’re looking for. Yeah. Absolutely. Ok. All right, we leave it there, Heather, what do you

[00:39:53.31] spk_2:
think? That sounds good, tony. Thanks for having me.

[00:40:10.16] spk_0:
Oh, it’s my pleasure. Absolutely. Heather Bright founder and CEO of Skill Masters Market. The company is at Skill Masters market dot com and she is at Heather Burright. Thank you again, Heather. Thanks tony

[00:40:18.28] spk_1:
next week. Financial Fitness for your board. If you missed any part of this week’s show,

[00:40:21.11] spk_0:
I beseech you find it at tony-martignetti dot com

[00:41:11.92] spk_1:
were sponsored by donor box, outdated donation forms blocking your supporters, generosity, donor box fast, flexible and friendly fundraising forms for your non profit donor box dot org and by Kela, grow revenue, engage donors and increase efficiency. With Kila, the fundraisers CRM visit Kila dot co to join the thousands of fundraisers using Kila to exceed their goals. Our creative producer is Claire Meer. I’m your associate producer, Kate martignetti. Social media is by Susan Chavez. Mark Silverman is our web guide and this music is by Scott Stein.

[00:41:26.83] spk_0:
Thank you for that affirmation. Scotty be with us next week for nonprofit radio. Big nonprofit ideas for the other 95% go out and be great.

Nonprofit Radio for February 20, 2023: Talent Development

 

Preeta Nayak & Lindsey WaldronTalent Development

With a few practices, you can turn your talent development process into an employee retention tool, a leadership pipeline and a step toward greater inclusivity. Preeta Nayak and Lindsey Waldron, both from The Bridgespan Group, talk through their article, “How Nonprofit Leadership Development Sustains Organizations and Their Teams.”

 

 

 

 

Listen to the podcast

Get Nonprofit Radio insider alerts!

 

Apple Podcast button

 

 

 

We’re the #1 Podcast for Nonprofits, With 13,000+ Weekly Listeners

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.
View Full Transcript

Transcript for 628_tony_martignetti_nonprofit_radio_20230220.mp3

Processed on: 2023-02-17T20:17:25.701Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2023…02…628_tony_martignetti_nonprofit_radio_20230220.mp3.413629419.json
Path to text: transcripts/2023/02/628_tony_martignetti_nonprofit_radio_20230220.txt

[00:02:28.03] spk_0:
It’s a pleasure to welcome Preta Nyack and Lindsay waldron to nonprofit radio Pretty Nyack is a partner in the bridge span. We’re gonna do that again. No, I can’t have that, I can’t watch the first three words, it’s terrible. All right, let’s do it again. Bridge span group. Do people have trouble with that bridge span group? No, I don’t know why, I don’t know why people would, I did Okay bridge span group, the bridge span group, the bridge span group and welcome to tony-martignetti non profit radio big non profit ideas for the other 95%. I’m your aptly named host of your favorite abdominal podcast. Oh, I’m glad you’re with me. I’d be forced to endure the pain of necrotizing ulcerative ginger vos dermatitis. If you inflamed me with the idea that you missed this week’s show talent development with a few practices, you can turn your talent development process into an employee retention tool, leadership pipeline and a step toward greater inclusivity. Preta Nyack and Lindsay waldron, both from the bridge span group. Talk through their article On Tony’s take two. Non profit radio 50 redox here is talent development. It’s a pleasure to welcome to nonprofit radio free to Nyack and Lindsay waldron. Preta Nyack is a partner in the bridge span groups SAN Francisco office and head of bridge spans leadership and community services, she’s co author of the book nonprofit leadership development what’s your plan a for growing future leaders Lindsay waldron is manager in the bridge span groups boston office. She worked on the development and facilitation of leading for impact bridge spans, two year consulting and capacity building program for nonprofit executive teams. Bridge span is at bridge span dot org to lindsey. Welcome to the show.

[00:02:35.58] spk_1:
Thank you. tony It’s great to be here.

[00:03:18.23] spk_0:
I don’t know who’s the expert in which subjects. So you know, if I call on somebody and then, you know, if you want to pass it off and say no, peter knows that better lindsey or vice versa. Of course, you know, feel free to do that. It’s not, I won’t consider it anarchic. If you, if the person I asked doesn’t, doesn’t fulfill the, you know, fulfill the question. So let’s see overview. I’ll just throw it out and one of you can take it and then maybe the other wants to contribute something more. What is not going well for nonprofits generally in, uh, in talent development? Well, why don’t you start us off? There we go. Yeah. You

[00:04:36.92] spk_1:
jump in. I’ll jump in and, and, and name some some challenges. Um, and then, and then Lindsay definitely invite you. I invite you to jump in as well. I mean, I think let’s, let’s be clear everyone in this moment. Every organization across all sectors is, uh, facing a set of talent challenges that, um, you know, that have been precipitated by sort of layers of crisis. Right? So we, we had, we experienced covid. Um, and what that meant in terms of the workplace. We’ve experienced the racial reckoning and the questions that has led us to ask, We are, we’ve, we’re facing is it inflation recession is in both our people quiet quitting or are they getting laid off? Like there’s just a, there’s just a set of things that is also affecting the nonprofit sector now in particular, I think I would say that for the nonprofit sector, if you’re a nonprofit leader, you know, you have historically and probably even today not had the resources at your disposal to really invest in your leaders. We, we invest first in, you know, in our constituents and our clients and the people were serving and we put ourselves last often times and that means we don’t have some of the habits we should have. And it means all of these pressures than can hit us harder. So I know I’m talking about at a high level there, but I do think it’s a very real challenge.

[00:05:25.18] spk_0:
We put our own selves last. It’s like the, it’s like the founder who doesn’t pay themselves for the first three years of the, of the nonprofits existence. You know, we, we, we put our, we set up maybe perpetuate that and we put our teams are, I don’t know, arguably our most important resource, our, our staff, our teams. Um, you know, last, right?

[00:05:28.28] spk_1:
Yeah. And then, and that might, you can maybe do a sprint that way. Right. But what is social change? Not a sprint. Right? More than America cannot

[00:05:39.08] spk_0:
right lindsey, please.

[00:06:42.36] spk_2:
Well, just to just to build on that, you know, I think what, so what that leads to then that lack of investment is the turnover and increased rates of turnover that we’ve, that we’ve seen. So bridge fan has done some research. We cite a lot of other research in the, in our article as well. Um, you know, estimate, we estimate that one in four senior leaders leaves their role every two years. Right? So eight years you’re kind of looking at a whole new, a whole new team, which is, which is just difficult. And we also know that a huge reason for so much of voluntary turnover among nonprofits is for lack of career development and opportunities. Right? So that, that turn over that turnover treadmill that has a real cost associated with it. Both a financial cost for organization, The cost of recruiting hires, the cost of training new people and it has a cost on the impact side as well trying to fill new positions kind of, you know, constrains the amount of impact we’re able to have through the programs and services that nonprofits run. So I think that really kind of puts a pin in the problem itself.

[00:07:00.28] spk_0:
It takes a new employee three months just to know for sure. You know where the bathrooms are. I mean it takes, there’s a lot of, there’s a learning curve and so right. That impacts the services. Um, very interesting what you said about the volunteer 40% of voluntary Tony over is not feeling like there’s opportunity. So basically like I’m in a dead end job, I don’t see any advancement here for me. So I’ll go somewhere else. Is that, is that it essentially putting it crassly dead end job.

[00:07:48.21] spk_2:
Yeah. Or you know, not feeling an opportunity for professional development, right? Like not every organization is structured like a professional services firm, like a law firm for example, that has a clear ladder up. But regardless of whether or not there’s, you know, a clear, a clear up the task at a given organization. I think the point that we try to make, um, in this in this piece is that there are many ways to grow professionally. Um, whether or not, you know, there’s a new role or a specific new job on the, on the horizon.

[00:09:16.58] spk_0:
Funny you mentioned law firm, you know, a normal progression like associate partner maybe name partners. You know, I practiced law for two. Well in some respects they were two short years, but for me, there were two of the longest years of my life and I, I couldn’t stand it because in large measure I was dreading the partnership path because I was looking at the partners, they were all gray eyed, miserable divorced from their spouses or estranged from their Children. Like that was the last thing I wanted to do was follow their path, but I know that’s, that’s not the, that’s not the example you were giving. But your example conjured, uh, some hysteria in me as I recalled Not wanting to be like, I don’t want to be like those people, I don’t want, I don’t want to advance in this career. If I have to look like those people 15 years from now, I’ll be miserable. So I bailed out after two. Okay. But on to more, more, uh, more encouraging talent development progressions and scenarios. They’re not all, they’re not all bad in law firms, but a lot of them are outside. So, uh, so like we’re looking for, you know, like transparency, right? We want to transfer you, you cite the arctic in your article, which we’ll, we’ll give folks a link to shortly, you know, transparency and consistency. We’re looking for some, we’re looking for something, some bedrock that we can rely on so that we, uh, we know there’s a future for us in this, in this organization.

[00:11:13.49] spk_1:
I think, I think that, yeah, I think that’s right. And I, I think that one of the things that, um, because we don’t have, you know, the habit of investing in ourselves investing in our people or that, you know, it’s when it does happen, it tends to be a little bit at hot, right? You’re sort of a little bit making it up as you go along and the real, there’s, there’s sort of two challenges there, right, at least, right. One is that you’re right Tony you don’t get, you’re not providing anyone with visibility of like, how is this gonna happen, right? How how will will somebody invest in me? Right? You just don’t know. It’s not, it’s not predictable. The second is, and this is a really important point that we try to make repeatedly throughout the article, is that when you do things in that ad hoc way, inevitably it leads to inequity in the results, right? Inevitably. It’s the people who are the least connected, often the most different from people who are in the most senior thoughts, who aren’t going to get what they deserve right, because it’s going to be through some informal relationship or oh, Lindsay, you’re just like me in this way we connect and then like I give you an opportunity and if we don’t stop to actually ask ourselves, oh, is everyone, are all the lindsey’s getting opportunities and what kind of opportunities are they getting? And are we systematically having that conversation with everybody? That’s the only way you’re gonna get to some of the equity goals that I know many of our, many of our nonprofit leaders have rightfully kind of established now for themselves. They said we want to have a more inclusive culture, we want a leadership team that looks different from the team today, but the only way you’re gonna get that is by creating some systems and habits

[00:12:00.32] spk_0:
you say that, um, nonprofits fill the top leadership positions internally at only half the rate that for profit employers do. So it feels like we’re, we’re abandoning the people that we know the best, the ones that have worked for us. We’re, we’re not, we’re not promoting them. We’re doing it only half the rate that, that companies do it. So we’re not like we’re not investing and we’re abandoning the folks who seemed like the best shot because we know them, they have a history with us rather than bringing somebody from the outside

[00:12:37.68] spk_1:
well. And the other, the other piece there is that those people from the outside there, there are moments to be clear, you should have a mix of hires in your organization. People, you’re growing internal leadership. But the, the success rate on external hires is for all the reasons you would imagine not as not as high, right? Because those are people who are to some extent unknown and who don’t know you. And so it’s not just that you’re not giving people internally a chance. You, you may also then be like, it may take a lot longer to get to a two to a higher that really works

[00:12:45.70] spk_0:
Lindsay, was there something you wanted

[00:13:06.41] spk_2:
to add there? No, just the point that, you know, as as pre dimension, external hires are kind of less likely to be successful and they’re, they’re also more expensive to attract, right? It’s like this, the cost of turnover and kind of relying over indexing on external hire to fill leadership gaps in your organization is, you know, there’s a real cost to that, which again, it just like all builds the case for a thoughtful approach to leadership and talent development that that we outline and are excited to talk about

[00:13:23.14] spk_1:
today. Okay,

[00:13:43.57] spk_0:
so let’s, so we’re gonna, we’re gonna make improvements in D. E. I were going to make improvements in retention, we’re gonna reduce turnover. Your first idea is craft competencies who wants to wants to introduce us to crafting competencies? Just pointed to Lindsay Lindsay. I guess that means you do, if you had pointed first, peter would, but she did you go,

[00:15:36.99] spk_2:
No, I got it. Well. So I think you know, the first, the first question is what’s a competency was kind of a big, big words are just to break it down. We talk about competencies at the end of the day. They are kind of a unique set of skills and capabilities that people need to perform, you know, and develop in their work today and and to develop in order to be successful in an organization going forward. Um so a competency could be something like strategic thinking or communication or you know, data analysis analytics, mission orientation, there’s, there’s a whole number and we kind of outline some of the more popular competencies that we’ve seen in our work with nonprofits over the years. But the idea is, you know, there’s such, there can be such value in, you know, as a nonprofit leadership team, Distilling the set of competencies. It shouldn’t be an endless list. But say, you know, what are the top five or the top 10 that matter most for the people in your organization, Right. It’s really critical that, you know, folks in our organization are able to bring an equity mindset to this work. So what does that actually mean? Let’s spell it out right and name that as a competency. We want people to invest in developing or, you know, ability to communicate with our clients with people. We serve with funders with policymakers. That is a critical competency. So what is good look like on that dimension for people in our organization? So the process of kind of naming the, the skills and capabilities that are critical for people in our, our organization to develop in order to promote our mission, advance our our work um, that in and of itself, you know, we found both with our clients in a bridge band right to be a really a really valuable exercise that kind of lays the foundation for this approach to talent development

[00:16:04.63] spk_0:
pre to you. You distinguish between core competencies and leadership competencies. Why did you flush those out for

[00:17:12.09] spk_1:
us? Yeah, I think one of the things that um, you know, Lindsay mentioned that it’s, it’s valuable to to name together as an organization, A relatively small set of competencies that you’re trying to build in all your your employees right. Um at the same time we recognize that there are going to be a set of folks who may be taking on broader leadership or more complex challenges for the organization and they may need to have an additional and slightly different set of competencies that they have to grow into as well. And so we encourage teams again to just think still try and keep lists short. You’ll see in the article we name some of the most popular but but also recognize that yeah, there are some things as you take on more that that you may need to build um additionally to what beyond the core competencies and those are the leadership, we call them leadership competencies, you could call them all sorts of things but but we distinguish between core, which is something that you know, everyone in the organization you would hope would grow on and leadership which would be for a subset of folks taking on more complex tasks.

[00:17:50.26] spk_0:
And it’s important, let’s just stay with you preta it’s important to recognize that the competencies today may be very different than the competencies that we need both. Core and leadership in the future. Although I would think especially leadership would would change but if we’re gonna look ahead, I think it was, well it was one of you who said earlier, you know what what what got us here basically what got us here is not what’s gonna get us ahead, you didn’t, you said it more elegant ever said, it said it more eloquently than I just did but but what what got us here is not gonna work for the future so we gotta, we gotta be looking ahead to competencies as well.

[00:20:10.22] spk_1:
Yeah, absolutely. And this is where I’ll just name, you know lindsey and I have both had the opportunity to be in, I don’t know, hundreds of leadership team conversations where the, where where folks are sitting together and actually trying to wrestle with this question of like oh yeah what are, what is it we mean by leadership or talent in our organization, what are the competencies we want to name? And those are really energizing conversations right? Because to your pump point tony you realize like you’re not trying to, you know, just name what you do now, you’re trying to think ahead like what what is the organization we may be in the future and what does that mean? We’re gonna need in our staff and in our leaders and you know some of that’s gonna be the same, there’s some things that you want to continue but some of it’s gonna be different and that that can be a really exciting conversation, I think the other thing is that um what’s what’s often fun about those conversations is you can just have, you know, I think Lindsay you use use the, you think, you said strategic thinking or strategic mindset like you could actually just like even sitting together with others and being like well when I mean when I say that when I say someone’s being strategic, this is what I mean and then like you’ll realize that like you’re not always even speaking the same language and actually one of the most important things about competencies is is actually then going one layer more to describe them and describe them in like observable ways because that means then like tony when you join my team and I say look I want you to be more strategic a lot of times people will walk away and be like I don’t even know what you meant, what what is she talking about but instead I have to say like so here actually is what I mean tony like I mean when when a problem comes your way, I want you to I want you to show me that you can break it into pieces and and tackle that piece, piece by piece with with your staff right? That’s what strategic means and that’s the kind of language you need in these competency definitions so that everybody can kind of say like oh that’s what I need to do, that’s what this organization needs, it was really powerful,

[00:20:30.11] spk_0:
peter trust me you would not want me working on your team, I would be a terrible employee of any company, I wouldn’t, I wouldn’t, I wouldn’t even get, I wouldn’t even get hired. I would just I would probably just not even show up for the interview. I would I would book it and then just to prove that I’m independent, I wouldn’t show up. I wouldn’t

[00:20:31.15] spk_1:
even then you’re right. There are some core competencies that were they missing out

[00:20:36.22] spk_0:
on. I have core arrogance. I think that’s that’s my arrogance is arrogance. One of the core skill sets. One of the core competencies.

[00:20:43.16] spk_1:
We it has not been frequently named. It has not been frequently. Not

[00:20:51.04] spk_0:
frequently. It’s very diplomatic of you. Thank you. Um Alright let’s so lindsey, let’s go. Was there anything else about crafting the competencies from anybody that that we didn’t talk about? You think folks should know?

[00:21:44.34] spk_1:
Oh I will say I will, I’ll name one more thing which is just that a mantra we have in the in the competency sort of list processes. Don’t let the perfect be the enemy of the good. So do not be the organization that spends 6 to 12 months trying to identify your competencies. That’s 6 to 12 months that have not been developing those competencies in your people, right? Because you’ve been worrying about the words that you’re using. I’m not saying words don’t matter at all. But like you know get most of the way there and try it and then you can always come back and adapt your list if you need to. So yeah, don’t let the perfect be the enemy of the good Lindsay

[00:21:48.27] spk_0:
you wanna introduce us to uh, co creating professional development plans.

[00:22:13.76] spk_2:
Yeah, sure. This is a fun one. you know the, the way that we introduce the concept of an effective um, professional development plan um, is through kind of a really fun example, um, which is by asking, you know, nonprofit leaders that we work with. Let’s reflect on how you learned how to ride a bike for the first time, right. Um, and tony if I asked you that question, right, assuming you know how to ride a bike. Um, what, what did that, what did that look like?

[00:23:00.03] spk_0:
Well, my, my mom and dad would take me out and I had a bike with, well started with a tricycle, right? We start with a tricycle and then we, we got, I graduated to a bike and they would put training wheels on it, of course it had training wheels and they would kind of hold the handlebars one of them with me as I rode even with, even with the training wheels in the beginning I think and then eventually the training wheels come off and mom and dad are left behind and I bike away.

[00:26:08.07] spk_2:
Yeah, and now here you are a bike rider. Um, no, it’s a helpful, like what you just described is a very kind of active and involved process of you kind of learning while doing right with people kind of by your side, you know, making sure you don’t like fall too hard and and coaching you along the way. Um and I think that’s a really helpful kind of picture to keep in mind as we think through well, how do people learn, how do we expect people to kind of grow and develop some of the competencies that we just developed. Um and it’s not by just reading about it, it’s not by attending a training on how to ride a bike or by watching a video. And I think I elevate that contrast because what we, what we often, what we often see like many nonprofits are, are guilty of this is, you know, an expense budget that’s kind of tied to training and development and more often and then not like that, you know, that the default is well, attend this training online or go to go to a seminar or kind of like learn about it, read about it, which is fine and which is necessary to a certain extent, but that’s not gonna help you develop the skill. Um and so there’s a, there’s a body of research that has kind of resulted in a framework called the 70 2010 around how how people learn, which is that 70 per percent of learning happens on the job that happens while doing it happens while you’re kind of pursuing that stretch assignment, right? 20% of learning really is kind of anchored in thoughtful coaching mentoring and development, right? So pre to for example giving me pointers along the way the work that your parents were doing right, kind of coaching you along the side, holding the handlebars, making sure that you knew what you were doing, Giving you tips, you know, and then there is a role for kind of learning through reading through more formal training, but that’s really you know closer to 10% and so it’s you know that that mindset, that allocation of how I think through how I want to develop myself, how I’m going to kind of become better on some of these dimensions that we that we name as organizations, those competencies that matter. I think we we encourage and we even include a template in our set of resources around like a development plan that kind of brings to life the 70 2010 approach and the great news is this right I mentioned before a lot of, a lot of organizations out there, they have a training and expense budget, Right? But that’s really at the end of the day, that’s kind of like the 10%, so much of learning happens on the job. So if if we could invest more in thoughtfully developing those stretch opportunities that preda alluded to kind of at the beginning of this conversation, um that’s great, that’s the most effective way people learn and it’s also one of the least expensive way to kind of teach our people to, to mentor them through more of an apprenticeship model.

[00:26:53.88] spk_0:
So how do we develop and we’re supposed to co create these right between the manager and the person who reports to the manager co co create the plan. But how do we Make the plan when we don’t know what the, what the opportunities are gonna be for the 70% part of the 70 2010 rule, how are we going to craft up? I mean, we don’t just create opportunities to see the person succeed or not. I mean, how do we how do we develop a plan around something that’s uncertain for the future? The the 70% part, the on the job part, we don’t we’re not really sure what’s coming.

[00:28:00.88] spk_1:
Well, i if I can jump in Lindsay, I’ll just say, I mean, no, you’re not sure of everything that’s coming, but you know, a good amount of what’s coming. Right? So if you’re, you know, you know, um in particular, I mean, obviously will vary by um by competency. Right, let’s remember that, right? You’re picking your your decided in advance together, there are these two or three competencies maybe that you’re going to really focus on? Well, let’s say it is about communications, it was one that that Lindsay mentioned earlier. Well, you might not know all the big presentations that are, that are gonna come up in the next year, but you know that there’s, you know, there’s the annual staff gathering. There’s the there’s um, you know, there’ll be at least a couple of updates to the board, you know, that, you know, you have a sense of what’s coming right and so you can, you and then you can together look for those opportunities. So the other thing to know is that if we agree, you’re gonna work on communications tony we might pick out a couple of things that we think are gonna be opportunities in the next couple of months. But then we should also revisit this plan at least once a quarter and say like, okay, what, what opportunities came up and what might be coming up in the next quarter so that you can continuously be updating it right? You can’t plan out a year and can’t plan out a year,

[00:29:11.81] spk_0:
especially for the, the arrogance building skill set. No, we didn’t, those are gonna be particularly particularly hard to come by, but, but I’ll fight for them anyway, let’s flush out the coaching and mentoring part a little bit the 20 and the 70 2010 that I think maybe, I don’t know, it feels like sometimes it’s left to sort of, you know, people kind of find a mentor on their own might be in the company, maybe, maybe you’re saying ideally it should be in the, in the organization or, but it’s, it’s left too much informality and it’s left up to the mentee to go find somebody who will mentor and coach them. I think you want it to be much more formalized in the organization, don’t you Lindsay? Go ahead lindsey.

[00:31:16.80] spk_2:
Yeah, yeah, well I was, I was just kind of observing, observing Preta’s like head nodding and I think, you know, I think that is ultimately the goal and then I think that that it speaks to kind of like the third piece of this puzzle that really makes it all work, is making sure that your, your supervisors, your managers throughout your organization are kind of taking ownership over their team’s development are kind of stepping into that role of coach so that my team of, to my team of five, my team of however many I’m aware of what they’re working on, right? I’m thinking about what opportunities I can help create for them and with them and I’m and I’m actively kind of coaching them through providing providing constructive feedback on what they’re doing well on what they need to to improve. And so often it’s the case that me in a supervisor role, I could be that coat, I should be approached to my, to my teams, those I’m supervising and at the same time it may be that, you know, there’s a, there’s a certain competency that I’m really focused on developing and my current supervisor isn’t the right person to support me on that. Right? So they’re, there are certainly opportunities where I might seek outside counsel, um, an expert on a certain topic to help coach me on something like public speaking, for example on on data analysis or or something like that. Or I may I may, I may seek out coaches from folks within my organization that don’t directly supervise me. So it’s not kind of a one size fits all situation, there are kind of different avenues and at the same time I think it’s our, our perspective that that talent development often hinges on an organization’s ability to kind of equip and hold their their management, their their supervisors accountable for developing their teams. Does that make sense? Yeah, yeah. Oh,

[00:31:43.22] spk_1:
I you know, honestly, I just keep imagining tony like learning to ride this bike and his parents at his side. And as you were describing, I was thinking to myself, I guess we should all whatever that competency is that we’re trying to develop whatever that skill is. We should be asking ourselves who’s gonna be like those parents who trusted tony enough to get him a bike right to put him on the bike, but then who he trusted enough that if he was going to fall, they would be there to help him right? Like it’s like you’re gonna kind of asking that question of yourself as you’re building the skills is who are the people and it’s probably not just one person, right? It’s probably a set of people you go to under different circumstances, but it’s that environment of management support that I think the best kind of like talent rich organizations have created, they’ve created that environment.

[00:35:38.89] spk_0:
You, you all are making me picture my little block on uh orient way in Rutherford New Jersey where I learned to ride a bike and there were too many, there were too many trees, you know, because the trees upend the sidewalk slabs so it’s all bumpy and it wasn’t, it wasn’t, it wasn’t a good environment, but you know, that’s where I grew up orient way Rutherford New Jersey, I hope they’ve repaired the sidewalks in the past 55 years or so. It’s time for Tony’s take two nonprofit radio 50 for the planned giving accelerator, it’s the re ducks, it’s a reminder that you can get 50% off planned giving accelerator tuition by using the code non profit radio 50 the accelerator, the class begins in early March and you’ll be done with it with me. We all together will be done by memorial Day, so no impact on your summer March april and May will spend an hour a week together, you’ll meet with me and all your peers in the class and I will step you through launching planned giving at your non profit there’s no homework from week to week, there’s incredible peer support. We share challenges as well as successes together. The outcomes are incredible like $4 million from a small humane society in Georgia and $2 million from community development organization in Oregon and five new board gifts from another small organization in also in Georgia, a child development agency. So lots of lots of good outcomes. Your outcomes can be just as good. It’s all, it’s all available to you. It’s at planned giving accelerator dot com, You’ll see how to proceed and you’ll get the 50% off with non profit radio 50. Any questions about the accelerator naturally you ask me tony at tony-martignetti dot com. That is Tony’s take two. We’ve got the book. Ooh, we’ve got boo koo but loads more time for talent development with pre to Nyack and Lindsay waldron. What about the idea of not leaving this to the mentees? Like the organization should be assigning or how do we, but it might the leadership might not know who the best mentor is for somebody. How do we, are we leaving it to the mentees to go find their own or what, how we, how do we formalize this but not make it overburden over overbearing. I’m very interested in this mentor mentor relationship. Maybe I never had a mentor as an attorney that maybe that’s why I dreaded. Uh I dreaded from promotion. I didn’t want to be like those people. Maybe I didn’t have a good mentor in in the law firm. How do we, how do we help Pope folks not have the same crushing defeat in their career that I had.

[00:35:42.41] spk_1:
I don’t, I don’t know, I don’t know whether we’re going to be able to manage that tony but

[00:35:49.27] spk_0:
I’m unmanageable. I told you I don’t want, you don’t want me to work for you. Trust me. Exactly. You just said it, I’m unmanageable. But for the other folks who are, who are manageable, how do we help them get the right mentor?

[00:36:51.79] spk_1:
I would actually one question I would suggest even before that is like, is actually trying to just get a sense of who has, who has someone that they’re relying on that they’re able to turn to. And again, these development plans are an opportunity to ask that question. Who’s got me and you know, who doesn’t because I think that like you may not, it may not be that big a stretch. It may be, you know, a small set of people who don’t already have the connections they need that. You can then focus your energy on. Um, and, and so I think just the other thing I’ll just name is, I think generally when organizations for profit, nonprofit ask this question, they do find that the folks who are often left out are those who aren’t, haven’t traditionally been in that employment space, You see women who don’t, who often are lacking a mentor, people of color. And so you know, again, some areas where you can kind of double down and focus if other folks are, are seem like they’re doing okay

[00:37:41.56] spk_0:
alright. I see. So we can use these at least quarterly check ins to which we’re gonna get to the check in. All right. So then the remaining we got 70 2010, the remaining 10% is formal Lindsay like you said, go to a webinar seminar, go to attend a conference, that’s the 10%. That’s I mean we need to budget for that because there is a role I would think especially in in developing like a new competency that may be an early stage of developing a lacking competency skill set, you know, hearing, hearing listening to a webinar or going to a conference on it might be very valuable. So we need to budget that also.

[00:38:16.15] spk_2:
Yeah, for sure. Like a concrete example we use in at our organization at at bridge band which is focused on strategy, right? And operating effectiveness. But a lot of, you know folks that come in to our organization like need a pretty solid like quantitative background because a lot of our, you know, we use a data driven approach right? But if I’ve never opened Excel Microsoft Excel for example, It’s gonna be hard to just start doing immediately. And so there are so many tutorials kind of online and person around like what are the basics, right? How can I invest again? Not 100%, but like 10% of my capacity to just kind of familiarize myself with this thing, understand the basics, get my bearings and then start to apply that learning um on the job.

[00:39:04.71] spk_0:
Uh I should have asked you earlier. So it’s your suffering under a lackluster host who’s unmanageable, lackluster, arrogant. See these are all the traits you don’t know all the reasons you don’t want me working for you rita, you don’t want, you don’t want me in the bridge band organization. Um, you know, what’s the, what’s the basis for the, the conclusions that you drew? What? This is all based on Lindsay. You referenced hundreds of conversations but was this a survey or was this intentional research or it’s just organically grown, gained over time. What who wants to talk to why you have the credibility in this space to help

[00:40:27.68] spk_1:
us? I can talk a little bit about the path. Um, because tony you actually mentioned at the top, top of our time together the, the book I’ve written with a colleague plan a right on developing developing future leaders and that was over a decade ago we wrote that and we did that was research that was talking with um, uh, folks in the field who are leadership and talent development experts to understand what are the best for profits and nonprofits doing to create leadership pipelines. We then have like a set of general practice is to anchor our work in and building on that. We have then worked with. I think we are now probably at over 200 teams we’ve worked with in cohorts to apply these principles and that’s where we get the reps and refined it and where like some of these stories that you see even in the article come from. So, so it’s been a, we’ve tried to take our own medicine, so to speak, like we did the 10% desk research and then we wanted to apply it in the field and like actually just understand what’s going on and what’s hard, you know, what, what’s easy on paper, hard to do in practice, what kinds of tools might help that sort of thing. Anything else you’d add Lindsay?

[00:41:51.97] spk_2:
Um, I think we’ve also like in addition to coaching those nonprofits right around the country around the world at this point we also are learning within our organization, right? So, so a lot of like the structures that we, that we discussed were kind of trying to like eat and breathe ourselves. So I I have a development plan, right, 70 2010, I revisit it um, twice a year actually with my mentor, we talk about it, I talk about my strengths, my weaknesses, you know, where I need to, where I need to develop what that could look like to kind of reach the, the next level within my career at the organization, whether or not really that means a new role, so to speak, I know that I’m kind of growing regardless. Um, and, and so that, you know, it kind of motivates me to, to stay at this organization because I know I’m constantly learning, I know there are people who are investing in me and I have clear insight into what it takes to be successful in our organization because we’ve kind of spelled out those competencies, we’ve we’ve made what is often implicit explicit for everyone in our organization, right? Not just the folks that kind of our proactive in seeking it out.

[00:42:13.74] spk_0:
Are you supposed to be revisiting your plan at least quarterly? I thought you said you said you’re only doing it twice a year.

[00:42:20.92] spk_2:
I’m Oh I I will say I I have development conversations and we’ll get to this next right? I have development conversations with my supervisors and with those, I supervise, you know, every every couple of weeks or so. Right. So regularly we’re talking about like what am I doing? Well where do I need to improve? And we kind of have this framework of the competencies we care about to kind of reference.

[00:42:47.66] spk_0:
Okay. I just wanna make sure you’re not violating

[00:42:49.63] spk_1:
your I

[00:42:51.89] spk_0:
mean, I can’t lessons from a bunch of hypocrites, but Okay, you’re not you’re not you’re not hypocrites. Okay, Okay, what are you saying? I’m sorry, I was just talking

[00:43:02.95] spk_1:
unmanageable,

[00:43:04.33] spk_0:
I talk over my manager, it’s terrible. He’s unmanageable. I get him out, get him out. He’s unmanageable.

[00:43:11.36] spk_1:
Sorry, I was gonna say it’s a feedback rich environment and and tony maybe that’s another reason why you would not you would not you would not want to be with us because we would be telling you regularly what we love and what you can do better. How’s that?

[00:43:51.36] spk_0:
Yes, what I can do better. It’s again very, very tactfully put. Thank you. Uh there are there are there are expletives that could substitute but you use the tactful way. Um let’s tell a story peter you mentioned. Yeah, you have you have three examples for each of the three, you know, we have craft competencies, co create professional development plans and and then we’re gonna get to consistent development conversations those check ins um tell a story. Somebody, somebody this is worth talking about the professional development plans. Your your your example was shocked to see if I said it right shocked the Sustainable Energy Foundation, which I love Shaq Shaq T and Energy going together. I don’t know if they intended that when they created their Foundation, but I like it. Who wants to tell the story about shocked and their professional development plans?

[00:45:09.01] spk_2:
Yeah, I’m happy too. I’m happy to kick us off. Yeah, shocked is an as an organization based in India um that we supported through through a version of this process, through this kind of offering that we um that we deliver for cohorts of nonprofits and our main point of contact was actually an HR professional who had been doing this work for, you know, over a decade, but was was still new to this framework of of 70 2010. Um and so, you know worked with his leadership team with his ceo um to develop a set of competencies as we discussed right? They went through that process with with some bridge span support, we’re able to articulate what matters and then focus first on developing you know that what we often see with the organizations we work with is they don’t roll it all out at once. That would be really hard. But often first you know the it’s the work typically of the executive team of the leadership team to align on what competencies matter most in their future leaders

[00:45:27.93] spk_0:
you make that point that leadership has to set the example

[00:47:35.76] spk_2:
exactly, leadership has to set the example. So once they’ve done that then they kind of you know they start to walk the walk and this hR professional who was in a leadership position um He provides the example which we highlight in the article around a competency that he was working on which was improved communication right in public speaking. And so he named that as something that he needed to develop. It went on, his development plan, you know? And in this case he actually sought out somebody who was not his kind of like direct supervisor, direct boss, I’m forgetting exactly who it was but say it was a board member right who he admired who had a very strong concise and effective communication style and he he sought out that individual as a mentor and what they I would do is check in again like every quarter um to kind of review and assess how am I doing, How am I progressing against this really important skill that will help me grow in this role. That will help me be successful as a leader within this organization. And so that’s just one example and I think you know you point to a piece that we name like you leader you have to lead by example right? Because this is the type of thing as Preda mentioned up front, like it’s easy not to invest in talent, right? It’s easy to focus all of our attention on the programs we’re running on the services we’re offering on the clients that we are serving because those needs never never stop. Right? It’s and so the grind of just our day to day is it’s real but taking the time and discipline to pull up and reflect on our own learning our own development, our own professional growth um is critical and so if a Ceo or director of HR can find the time to do that can be candid and transparent about their growth areas, right? Everyone has growth there areas right? Even the C. E. O. S of the top companies out there, nobody’s perfect. We’re all growing right? That in turn kind of helps make visible um to others throughout the organization that like oh if the Ceo or the director of whatever department has time to do this and is taking charge of their professional development, then I can do that too. And that helps create this kind of culture of learning development of feedback

[00:48:30.51] spk_0:
completely contrary to the Jack Welch at general electric style of management to I know everything I am perfect. I have all the answers. Just just come to me. Uh, but he’s he’s long been his theories anyway. I think I’ve been debunked. All right, thank you. Good story about shock. T Yeah, it’s interesting that he chose a board member to, to uh, to help. I mean, he went to a volunteer leader, you’re saying,

[00:49:20.64] spk_2:
Yeah, and it can’t, I mean that’s, that’s the point. I think it’s, you know, I think an organization can play a role in kind of making those connections like the mentor match, so to speak. But I think it, you know, it also requires there’s a role for kind of your supervisor or manager to play and there’s also a role for each individual to play and taking ownership over their professional development and growth, right? So I might say, oh wow. Like creed is so awesome at the way that she engages clients, right? And I really, I really want to learn from from her. So, you know, I to have the agency to kind of reach out and seek, seek out mentors that spike on some of the skills and dimensions I care about. Um you know, is very much like that’s totally possible. There’s nothing preventing me from from doing that. And if you kind of like create the culture within your organization that, that is, you know, that that happens. So that is the norm that people are receptive to that. Um, I think that that can enable great things.

[00:49:39.92] spk_0:
So preta let’s talk about what we’ve, we’ve alluded to a couple of times. The the 3rd 3rd recommendation, consistent development conversations, these check

[00:51:58.23] spk_1:
ins. Yeah, yeah. I mean, I was just, um, I was just thinking as for, you know, for folks who are listening to this. You know, there, there there’s value in the whole system, there’s value in putting in place these competencies and, and development plans and, and all of that. And you know, there’s also a question of like, well, what could I do as an individual tomorrow, Right? What could I start doing? And I, and, and I think actually the important there’s a lot because at the heart of all of this is regular conversation between a manager and a direct report or someone in their sort of network about where is it you’re headed? What are the skills you’re trying to build and how do we make sure you’re actually getting effective opportunities to build it right. And those effective opportunities are probably going to be on the job. And so that and it’s the regular conversation, right? So I had a, had a conversation Um, just yesterday with for 30 minutes with a mentee relatively new mentee someone when I’ve just been chatting with regularly for a couple of months and you know we we spent most of the time just kind of kind of getting to know each other and then talked about one particular problem that was on his mind and it was 30 minutes and we’ll do it again in a month. you know, and it’s a it’s just a little bit of a muscle you start to build and then in six months I will we will know a lot about each other and there will be a lot of space for that hard moment for him to pick up the phone or send the chat or whatever he needs to do because because those moments you can’t really schedule, can you write those are those are those are unscripted. Right, So so I just think it’s that muscle that gets everybody comfortable with like sharing feedback, sharing ideas, celebrating the winds, you know, sometimes like having a good cry, whatever it is that it’s that pattern that I think um really sustains that the relationship. But then actually if you have a web of those in an organization, it really sustains the organization

[00:52:20.38] spk_0:
and and to your point earlier was that the the formal check ins with with with the the supervisor, those should be at least quarterly, but but but mentors you’re saying, you know mentors mentees, I mean that can be on the fly as as ad hoc as needed or you know, maybe could could also be scheduled to?

[00:52:31.42] spk_1:
Yeah, I mean I like I’m a huge fan both in my professional and personal life of the recurring, the recurring appointment, you know, set the recurring appointment, have it for the half an hour monthly, you may end up canceling it or not using it, but like put it in there and and I I just really encourage everyone to be doing that with with the advisors in their life, whether they’re formal managers or or mentors or something else.

[00:53:21.30] spk_0:
Do you have any other action steps or for either of you? I love stuff that people listen on a Tuesday and they can think about it Wednesday and then they implement on thursday. What anything else for from either of you that we can act on immediately start taking action steps. No, this is all 100% theoretical, there’s no value

[00:53:58.99] spk_1:
in. Yeah, no, I think that I mean that the This the simple sort of thought exercise I would encourage people to do is like if you download there’s a 70 2010 template, we’ll share the materials but you can probably make this yourself. It’s not rocket science, right? It’s a couple of what are the couple of skills or competency areas, you can use our list or you can come up with your own or Google, there’s plenty of banks online available and then what do you think the 70, is going to be for you in the next few months on that thing. What’s the activity you’re going to do? What’s the coach, you’ll have do it for yourself as the first step and then share it with your manager or maybe or actually even better share it with the person you manage, right? Let them know how you’re thinking about this and maybe those, their wheels will start turning too. So I know that would be uh, just an easy way to get started lindsey. Any other suggestions?

[00:56:03.01] spk_2:
Well, I think just, you know, I feel like most of the people, I imagine a lot of folks listening like they may not have a set, a very like clear, explicit set of like what are the qualities, characteristics and skills I need to develop to be, to be great at my role in my organization over the long term and if that doesn’t exist, that’s, that’s okay. I think I think just kind of carving out some time for some self reflection um, on, you know, what, what are the assets that I bring to my role to my organization? How can I build on those, what are some things that I’m that I’m working on, right? That I need to continue to develop and then, you know, that becomes, you know, the, that becomes in large part the focus of my development plan, but again, it shouldn’t be like, we want this to be an asset based approach, right? So like building on strength. This is all I think one of the, one of the lines going through my head that I’ve I’ve, you know, started to appreciate um you know, at this point in my career is just this notion that feedback is a gift, right? It can be easy to get defensive, it can be easy to think like, oh, what am I not good enough at what am I doing wrong? But at the end of the day, like creating this culture of feedback is so critical because it it helps us grow as individuals. How am I going to get better if I don’t know, kind of where I need to to grow. Um So I just keep kind of thinking about that like self self reflection. Um I think is is really a critical piece of this

[00:56:04.79] spk_0:
process. Self reflection, introspection. I like I like I like introspection. It doesn’t do me any good, but I like I think it’s an admirable thing to spend time on where can we get the article? So because there are a lot of links to other to other research, other articles, there’s two other stories where where can we read the article?

[00:56:54.44] spk_2:
Yeah, well it’s available on our website, right www dot and dot org. Um and you know, we’re really excited actually because it’s we’re we’re kind of in the process of developing a new a new space on our website, um, that houses all like, not just this article, but all of the nonprofit knowledge we’ve, we’ve collected over the years on areas such as talents, on financial sustainability, on strategy, on organizational effectiveness and so our goal at bridge fans to kind of disseminate these tools, these resources which are all free as far and as wide as possible so that, you know, nonprofit leaders across the country around the world can can pick them up and apply for them like what, what is most useful? So go to our website.

[00:57:38.63] spk_0:
So Okay, so is there a spot at bridge span dot org that uh, someone just politely put it in the chat I guess was preta while while lindsey was talking. So bridge band bridge span dot org slash insights and then slash library. Alright, we’ll put it in the show notes.

[00:57:44.25] spk_1:
It’s unfortunately a bit of a mouthful of a U. R. L. So,

[00:58:05.82] spk_0:
okay, we’ll include it. I feel like craft competencies, co create professional development plans, consistent development conversations. Those are the three, three Tenets of the article. I know you three CS if you had, if you could tease out four more sees, you could do like the seven seas of talent development. Wouldn’t that be clever? The seven seas of talent development and there’s a bridge band group so that the bridges spanning the seven seas of talent development. If you could tease out four more sees, you know, I would, I would recommend it.

[00:58:26.15] spk_1:
But

[00:58:28.82] spk_0:
There are three, Pardon

[00:58:30.70] spk_1:
Me, we can come back with the next 4Cs.

[00:59:00.78] spk_0:
Yeah, so we’ll do a follow on with the with the remaining forces. Now these are very three very valuable sees and they are free to Nyack and Lindsay waldron. Preta is a partner in the bridge band groups san Francisco office, Lindsay, waldron manager in the bridge bands, bridge span groups, boston office and the company, the organization pardon me, is at bridge span dot org. So Preta Lindsay, thank you very much. Thanks for sharing all this.

[00:59:05.07] spk_1:
Thank you.

[00:59:06.37] spk_2:
Thanks tony

[00:59:46.52] spk_0:
next week managing your nonprofit for resilience with ted village. If you missed any part of this week’s show, I Beseech you find it at tony-martignetti dot com. Our creative producer is Claire Meyerhoff shows, social media is by Susan Chavez. Mark Silverman is our web guy and this music is by scott Stein, Thank you for that. Affirmation Scotty B with me next week for nonprofit radio big nonprofit ideas for the other 95%. Go out and be great

Nonprofit Radio for September 21, 2020: Your Leadership Pipeline & True Consultant Love

My Guests:

Dennis Miller: Your Leadership Pipeline

Dennis Miller returns to encourage you to identify and develop future leaders in your nonprofit. He explains what goes into your leadership development plan. He’s president of Dennis C. Miller Associates.

 

 

Loree Lipstein & Tracy Shaw: True Consultant Love

If your leadership pipeline is lackluster, you’ll have to hire outside talent. Our 20NTC panel helps you pick the right match for a great consulting relationship. They’re Loree Lipstein and Tracy Shaw from thread strategies.

Loree Lipstein Tracy Shaw

 

 

 

 

Listen to the podcast

Subscribe to get the podcast
Apple Podcasts | Spotify | Google Podcasts | Stitcher

Get Nonprofit Radio insider alerts!

I love our sponsors!

Turn Two Communications: PR and content for nonprofits. Your story is our mission.

 

Dot Drives: Raise more money. Change more lives.

We’re the #1 Podcast for Nonprofits, With 13,000+ Weekly Listeners

Board relations. Fundraising. Volunteer management. Prospect research. Legal compliance. Accounting. Finance. Investments. Donor relations. Public relations. Marketing. Technology. Social media.

Every nonprofit struggles with these issues. Big nonprofits hire experts. The other 95% listen to Tony Martignetti Nonprofit Radio. Trusted experts and leading thinkers join me each week to tackle the tough issues. If you have big dreams but a small budget, you have a home at Tony Martignetti Nonprofit Radio.

View Full Transcript
Transcript for 507_tony_martignetti_nonprofit_radio_20200921.mp3

Processed on: 2020-09-19T15:25:18.560Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2020…09…507_tony_martignetti_nonprofit_radio_20200921.mp3.705109755.json
Path to text: transcripts/2020/09/507_tony_martignetti_nonprofit_radio_20200921.txt

[00:00:33.94] spk_1:
Hello and welcome to tony-martignetti non profit radio big non profit ideas for the other 95%. I’m your aptly named host. Oh, I’m glad you’re with me. I’d be forced to endure the pain of declare veins if you inflamed me with the idea that you missed today’s show Your leadership pipeline. Dennis Miller returns to encourage you to identify and develop future leaders in your non profit.

[00:00:40.74] spk_0:
He

[00:02:08.74] spk_1:
explains what goes into your leadership development plan. He’s president of Dennis C. Miller Associates and true consultant Love. If your leadership pipeline is lackluster, you’ll have to hire outside talent. Our 20 NTC panel helps you pick the right match for a great consulting relationship. There are Laurie Lips Teen and Tracy Shaw from Thread Strategies. Antonis. Take two. A change to plan giving accelerator response erred by turn to communications, PR and content for nonprofits, your story is their mission. Turn hyphen two dot ceo and by dot drives, raise more money changed more lives. Tony dot Emma slash dot for a free demo and a free month. I’m very pleased to welcome Dennis Miller back to the show. He is a nationally recognized expert in non profit leadership, executive search, strategic planning and board and leadership performance coaching with more than 35 years experience. Once upon a time, he was president and CEO of Somerset Medical Center and Foundation in New Jersey. Now he’s president of Dennis C. Miller Associates. He’s at Dennis c. Miller dot com. Welcome back then. It’s similar,

[00:02:10.84] spk_0:
All right. Great to be back. It feels like being back home. It’s great.

[00:02:14.60] spk_1:
Back home. Good

[00:02:16.44] spk_0:
a long time. I’ve always, you see since grammar school because distinguished myself

[00:02:20.35] spk_1:
from the that from that comic Dennis.

[00:02:24.23] spk_0:
And I just tell people I’m actually funny today. It’s so that’s right from

[00:02:27.57] spk_1:
the fraud. Yeah, he’s the fraudster. You’re the original. All right. Dennis Charles.

[00:02:32.68] spk_0:
His mother gave him my name. Put it that way.

[00:02:36.04] spk_1:
Yeah, very good. Alright, alright. So leadership are non profits. Not doing a good job bringing up talent from their ranks. What are you seeing, Dennis?

[00:03:07.04] spk_0:
What’s not necessarily that they’re not doing a good job. I just think there’s not a focus that they need tohave here. I mean, I tony, I tell a lot of people that typically today with, you know, Kobe 19 this is the time to do a number of key things. Shopping up your vision, shopping up your board, shopping up your branding flans me. But really, a lot of tension has to be paid to assess your leadership talent from within new organization. I mean, you know this quite well. I’m sure your listeners to is that the thing that makes an organization successful is not the bricks and mortar it’s of people. And we need to invest as much as our in our own people as we possibly can, because there are our future leaders. So it’s really crucial that we take a step up and invest in our leadership development.

[00:03:31.01] spk_1:
How do we distinguish between folks who have leadership potential on dhe? Those who don’t

[00:03:56.64] spk_0:
well, a couple things first and organization really should do is think about what its overall strategic goals or for an organization, and then looking at every position they have in the table of organization as any level of management, whatever one of the conferences that one needs toe have to succeed in that job, particularly if that job becomes available. What we do is that we do an assessment of each leadership person and When I say leadership, I’m not talking about the top level

[00:04:03.53] spk_1:
people. This is not only for CEO. Yeah,

[00:04:48.94] spk_0:
this is for everybody that has a title of supervisor, part time, weekend outreach coordinator. Whatever this is, the leadership of support term for us is the kind of we do an assessment of them to our farm to Alexis. And it really kind of measures core attributes. Um core attributes the things along, the lines of reasoning, ability of people contact their attitude, their sense of urgency will take charge. There’s things like that. They’re competitive. So once you assess their core traits, not court aptitudes core traits, you can then put together a development plan for those core traits and kind of move people on which I’ll happy to explain. But it’s really assessing where someone is and give me a plan of action to develop. So they become for productive and more forceful as a leader going forward.

[00:04:53.54] spk_1:
Do you feel that anybody has leadership potential if they’re if they’re brought along the right way? Or they’re just some folks that are not are not meant to be leaders.

[00:05:03.04] spk_0:
Yeah, Well, listen, you know, there are people I think you can learn to be a leader. I think that I think I learned to be a leader. I think there’s some people that certainly are born probably with certain attributes or genetics that predisposed them towards a leadership position, something sometimes. But I clearly think people can can learn to be a leader and certainly buy things in their environment or things in their life that they have to make choices on. So I think people can develop if they want to. But here’s Brian saying Everybody you have to choose and decide You wanna be a leader And I think there’s a lot of ways of helping people become leadership. But it’s a question, if you wanna, you wanna be a leader. If you wanna be a leader, you wanna be one. Yeah,

[00:05:42.56] spk_1:
all right, that’s true. A lot of folks may not aspire to that. They’re just absolutely don’t know. They don’t want to supervise other people and,

[00:05:49.84] spk_0:
well, you know. And there’s a

[00:05:52.27] spk_1:
place for them as well. Of

[00:05:55.14] spk_0:
course it you and I know that the future and even today I mean we need leadership we need. Teoh is a people business. We’re in and so we need to develop or potential. Those are assets.

[00:06:05.64] spk_1:
Well, I know you chose to be a leader because one of your books is mopping floors to CEO. Yeah, I know you’re you’re chuckling, but that’s your book title.

[00:06:53.64] spk_0:
Yeah. What is it? You know, I I’ve had a successful 35 40 year career, but I started out really difficult challenges. And I did actually my floors when I was, you know, young man and was sort of homeless and went to a very difficult time in life, and and I chose to become a leader, and I ended up becoming a, you know, CEO and had a long term career of 25 years of medical, business and corporate executive and CEO of two hospitals. And I had my own business for 16 years, so I chose to be a leader. Absolutely. But, um, you know, I think that we need to sort of, you know, uh, the issue was also about, um, confidence and developing self confidence to people that they can be leader. And I think you know, most people somewhat lack some level of self conference. Some people, as you know, have too much self confidence and probably not riel, but I think tony to a lot of people. Given the opportunity to experience that chance, I think people will grow with it. I mean, no one gets to be a major league baseball player without starting with Tebow or literally. So. I think that, um, but I just to me is really important. It’s not not something we could do tomorrow. We don’t You could do this without any, almost without any dollar investment. But if we don’t invest in our people and training our people give people a chance to grow and develop. No one stays in a job forever, and it’s really crucial, particularly in any sector. But it’s not public sector, which is really the glue that keeps our communities together through these difficult times. And this is the worst time I can in 100 years, at least for this country, for the world leadership of development. And so what is the what are the benefits? When you tell people that you’ve been selected to be part of a leadership development program, it inspires enthusiasm. The morale goes up, retention goes up. People feel a sense of future

[00:08:11.34] spk_1:
I was just gonna ask you, Do you tell folks that they’re in a leadership pipeline? Leadership will tell someone Way leadership potential in you.

[00:10:00.34] spk_0:
Yeah, I think One of the ways way. Do it. Twofold. One is to start with, just, you know, hopefully everybody has some form of performance evaluation system. So to evaluate people, how they’re performing on those, whatever they might be a those top 20% performers, whatever they have earned the chance to be in sort of. What do you want to call your own organizational, leadership, academy or institute? Whether you have 50 people working with you or 500 people working, too, you want to kind of identify those people based on their performance. Then those people have not made the grade. You could explain to him what you need to do to make the great so you could motivate them to say, Listen, you need to beam or focus on working with others. Well, not just yourself, so you can point out the thing that they need to do to get into that leadership club here. It’s a huge reward to do that, and then obviously there’s a lot of things that one can dio and the types of courses one can take online courses using your own staff as mentors. There’s a whole range of things to focus in on, but clearly there’s a lot of leadership conferences today that we need to use to successfully leader organization. But we didn’t use yesterday, so I’ll give you a couple examples you clearly today more than before, visionary thinking is crucial. Compensate. That has to have, I mean, mission support. Mission focused is crucial but visionary thinking. It’s important relationship building. It’s a simple thing, but clearly how well you can earn people’s trust. Respect your passion for the organization, Emotional intelligence is a huge issue to be able to be able to identify and grow. Used to be I Q. Now it’s like you entrepreneurial spirit, having the ability to understand that today you know most of our funding is not going to come from public sources, and most of our, uh, you know, funding, particularly with Kobe. 19. This the federal government statement cameras. We’re running out of money so don’t dependent on public funding together. But on tomorrow, Spirit Mayor convinced people to invest in your success. That’s it’s fun. You issue of collaboration wth issue of being a motivational leader of vision will be able to be successful succession planner s. So there’s a lot of conferences that people need tohave today and the skills that need to have going forward and not necessarily the skills that led people to success in the past. So today there’s new companies that needed, and we need to encourage people to develop those.

[00:10:47.67] spk_1:
All right, so you can you identify these? I mean, you’re not gonna find somebody who’s got all these competencies? I don’t think, but you’re you want toe identify people who have potential, right? I mean, maybe they they think they think broader, you know, they think market wise. So that gives them a broader a broader perspective. So that’s that’s encouraging on. Maybe they’re on top of that. They work well with others, but you’re not gonna find somebody’s got all these, you know, 68 competencies. Right? But you’re looking for you’re looking for potential in folks, right?

[00:12:29.76] spk_0:
Yeah. Nobody is perfect. Nobody has everything myself included. Clearly what you want to do is focus on where people are at today. So what are their best attributes today and give people enough because there’s thousands and thousands of people every day who are visionary thinkers in our own communities, but give people an opportunity to be exposed to it. So let him explain What? What does it mean to be emotionally intelligent? What does it mean to be able to regulate your own emotions? What does it mean to be able to identify the emotions of others, to make sure that your own emotions are causing, uh, friction within other people? So how do you respond to people’s emotions? So there’s a lot of things one can learn what can learn about governance, what can learn about flan to be what can learn AA lot of things, how to develop goals and follow through and give people an opportunity to it. But if we don’t sort of seed if we don’t seek ways of training, are currently has become better and are potential leaders become even better emerging leaders, we’re gonna be on the show. So we have to focus on as much as we can developing people.

[00:12:32.87] spk_1:
All right, we’ve identified these people, by the way you might hear some background noise. I have some work going on on my deck up above me. So in case you here’s some background sawing or pulling boards up or anything, that’s what’s going on.

[00:12:49.07] spk_0:
It

[00:13:07.64] spk_1:
z unavoidable. So all right, way to identify these people? How do we invest in them in their futures? Or do we? Is it a matter of sending them toe professional development courses? Is it giving them mentors? Is it broadening their responsibilities in the organization? How do we develop these, these folks?

[00:13:45.84] spk_0:
What’s a couple of things and your questions right on the money. So it’s a every organization. Just as you have a strategic plan and you have a business plan and operating budget plan, you should have a leadership development plan. And what does that mean? Just what you said here. So sometimes you wanna be able to, uh, creators and met the ship. So who would The organization would be a good mentor, Somebody else’s to identify your mentors. Mentors and coaches here identify potentially some their courses or topics that one can teach about sort of through a lunch and learn. Uh, there are. We are firm. We have online courses. We have an online course called How to become a high performing, non profit executive leadership team. A CEO’s guide. The organizational success So you could take this course relative very inexpensive, a tw home in your office on your mobile app. And so there’s ability to interact with that. There are certainly a books one take their certainly things on the website. You can think so, But if you wanna let people put somebody in charge of your leadership development for maybe or HR executive, maybe you’re Cielo. But anybody here? So you want to stop. Wish more of a formal leadership development program, just as you would with anything else here, just as you wouldn’t and you’ve developed. You have a development plan, a fundraising. But how do we get more donors dollars? There’s an effort put into that right. You hire someone, you have a program. We have a plan. You might bring an outside consultant. Focus in on your leadership development the same way here. I think that you can clearly think about this. If you’ve been identified as a potential method that makes you feel good. Also, to know that you’ve been recognized as someone who could be a mentor here, So this has a really, really positive feature here. So if you assess people’s talent, you do have to assess people’s talents based upon their performance and again people our farm. We have something called Alexis, which we measure people’s core attributes and things like that, but certainly, um, development program.

[00:16:02.84] spk_1:
It’s time for a break turn to communications. The world runs on relationships we know this turn to is led by former journalists so that you get help building relationships with journalists when you wanna be heard because there’s breaking news and you wanna show yourself as a thought leader in your field, those relationships are going to help you get heard because journalists are gonna take your calls because they already know you turn to specializes. In working with nonprofits, they understand the community. One of the partners was an editor at The Chronicle of Philanthropy. They’re at turn hyphen two dot c o. Now back to your leadership pipeline with Dennis Miller. Is this a program that’s for individuals? It’s individually tailored or it’s a It’s a leadership or professional development program that is universal for for all all the potential talent we

[00:17:24.24] spk_0:
see, I think as an organization, I think you should have overall organizational, um uh, leadership development plan, just as you would in order overall organization plans. We plan. So overall one. Now, just as you have a plan for annual giving and playing, giving and major gifts and grants things like that and then each person that was that in your employment, each person that’s part of your team should have their own individual sort of plan assessment based upon their own personal. That’s what they need to do. So example here, if they’re assessing, they find that their you know their their reasoning ability as well. They enjoy people contact, but maybe do not take charge. So now you have to find a way to help them build their self conference so they could take charge so each each other, assess each person individually at the same time having any part of the group here. That’s how it works. It’s like coaching sports team. You have a team, you know, whether the Yankees or the Mets or the Dodgers. Whatever. You have a team out there players, but each person is also coach in your position, so that’s how you do it. You

[00:17:24.48] spk_1:
mentioned mentoring could be could be valuable, say a little more about that. I feel like there’s not enough. I feel like it’s not enough attention paid

[00:17:31.90] spk_0:
Thio your your friend or family next, tony. But I think I look at myself here. I mean, telling yourself here, I asked, You know, your listeners, Has anybody ever meant that you have? You had a mentor and I’ve had a number of mentors and they’re just people toe the surrogates and supporters, people that maybe there were role model to you. So someone, you know, that’s that’s probably the best thing if there’s anything that you kind of listen come away from today is is is you know, think about the idea of mentorship just where your organization can. You have people become, you know, become a member.

[00:18:16.94] spk_1:
Let’s let’s talk. Let’s drill down because I’ve had other guests, you know, talk about the value of mentoring. But but and you’ve said you’ve had many mentors, what does it look like? Do you schedule a bi weekly or a monthly? Our together

[00:18:21.86] spk_0:
there’s

[00:18:22.22] spk_1:
there’s some banging going on. By the way, you might hear our radio to my my contractor likes, uh, music of the sixties and seventies.

[00:18:32.57] spk_0:
So outside my office to say,

[00:18:33.76] spk_1:
Okay, you got recycling. All right, well, you might hear some credence. Clearwater Revival. Um, hey, if you can hear his music, that’s the There you go here that there you go, pulling that, pulling those deck boards off. All right. So mentoring the details of mentoring. What? How does it work? Let’s talk about the nuts and bolts of a strong mentoring relationship, like in your own. In your own example,

[00:18:59.84] spk_0:
I It’s an excellent question, I think. A couple of things here. Thanks. You certainly can. And as an individual, be seeking a mentor. So try to identify someone maybe in your and your neighborhood, maybe in your organization, maybe in your church.

[00:19:17.84] spk_1:
All right.

Nonprofit Radio for January 22, 2016: Leadership Development & Forget Leadership, Join In

Big Nonprofit Ideas for the Other 95%

I love our sponsor!

Do you want to find more prospects & raise more money? Pursuant is a full-service fundraising agency, leveraging data & technology.

Sign-up for show alerts!

Listen Live or Archive:

My Guests:

Gerald Richards: Leadership Development

Gerald Richards

Just like donors, it costs you a lot more to replace a promising employee than to retain one. But you won’t retain your talented people if you don’t show them the way to advancement and help them move up. Gerald Richards shares his strategies. He’s CEO of 826 National.

 

Amy Sample Ward: Forget Leadership, Join In

Amy Sample Ward

You don’t have to create a hashtag or campaign to have success with it. You can jump on or join in if you know what you’re looking for and how to get started. Amy Sample Ward explains it all. She’s our social media contributor and CEO of NTEN, the Nonprofit Technology Network.

 


Top Trends. Sound Advice. Lively Conversation.

You’re on the air and on target as I delve into the big issues facing your nonprofit—and your career.

If you have big dreams but an average budget, tune in to Tony Martignetti Nonprofit Radio.

I interview the best in the business on every topic from board relations, fundraising, social media and compliance, to technology, accounting, volunteer management, finance, marketing and beyond. Always with you in mind.

Sign-up for show alerts!

Sponsored by:


View Full Transcript

Transcript for 273_tony_martignetti_nonprofit_radio_20160122.mp3

Processed on: 2018-11-11T23:29:34.867Z
S3 bucket containing transcription results: transcript.results
Link to bucket: s3.console.aws.amazon.com/s3/buckets/transcript.results
Path to JSON: 2016…01…273_tony_martignetti_nonprofit_radio_20160122.mp3.274476383.json
Path to text: transcripts/2016/01/273_tony_martignetti_nonprofit_radio_20160122.txt

Hello and welcome to tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. I’m your aptly named host. We have a listener of the week. Britney bottorff in san francisco she’s at brit but b r a t b o t t here’s what britney says, i’m a big fan of your podcast i learned a lot from you and your contributors and quote, well, probably more from me than the contributors, but it’s important to mention the guests. Thank you, brittany, but i think enough said no very much, thank you very much. Britney love that you love non-profit radio britney button dorf congratulations, non-profit radios listener of the week oh, i’m glad you’re with me. I’d suffer with mathos iss if my mouth had to say the words you missed today’s show leadership development just like donors, it costs you a lot more to replace a promising employee than to retain one, but you won’t retain your talented people if you don’t show them the way to advancement and help them move up. Gerald richard’s shares his strategies he’s, ceo of eight to six national and forget leadership, join in, you don’t have to lead a campaign or create a hashtag to have success with them. You can join in or jump on if you know what you’re looking for and how to get started. Amy sample ward explains she’s, our social media contributor and ceo event in the non-profit technology network tony’s take two the com videos from non-profit technology conference we’re sponsored by pursuant full service fund-raising data driven and technology enabled, you’ll raise more money pursuing dot com, also by crowdster online and mobile fund-raising software for non-profits now with apple pay mobile donation feature crowdster dot com my pleasure to welcome gerald richards. He is ceo of eight to six national, a network of creative writing and after school tutoring centers in seven u s cities. He speaks in trains and has certificates in non-profit management and leadership over twenty years, he’s worked at the network for teaching entrepreneurship, united negro college fund, university of california at san francisco, chicago panel on social policy and the cradle foundation. He’s at gerald eight to six ceo and those are the Numbers 8:2 6 and of course you want to use the arabic don’t go roman numerals it’s not the ii i v i c e oh, don’t do that, it’s eight to six and also don’t do gerald d c d c c c x x v i that would be wrong duitz gerald, eight to six ceo at sign at the beginning make sure you use the arabic welcome, gerald richards. I hear you’re chartering gaily in the background. That’s! Great way! Have fun here on non-profit radio. Look at you. Smiling and gas laughing that’s. Wonderful out of it. Welcome. Welcome to the show. Thank you very much for having pleasure. You’re calling from west coast where you are. You in san francisco? I’m weird. Go our national office. Okay, cool. Tell me about eight to six. You know you goingto more detail than i did. Please what’s eight, two, six all about this literary and arts training for kids. What are we doing there? I’m sure you know our organization is really engaged in helping students enjoy and create a love of writing. So we work with about thirty two thousand students every year on creative, expository and technical writing through workshops through cloudgood work with we do teachers in classrooms and through our centers in the city that were in. And if you don’t know, our model is it’s different it’s a blended model for the stuff we do on site. So we have storefronts and weird, quirky storefronts that front our tutoring and writing centers. So here in san francisco, where we started, our center is a pirate supply store. So you might know is a six valentia so it’s, a pirate supply store in the front and there’s a writing center in the back for kids? Yes. The kids walk through the store to get to the i love the storefronts you have besides pirates, superheroes and magic and secret agents and what’s the one in brooklyn on the one in brooklyn. The superhero supply store. That’s a superhero’s. Okay, right. Yeah. Cool. So you have these? You have these off beat marketplace stores up front and then in the back is the writing center. That’s great that’s. Outstanding. I love how did where did that come from? The court, eastern front’s. It came from one of our co far co founder on our founder’s day vaguer than innovate clolery who? I saw a need for students in the neighbourhood here in the mission where we started that they need tutoring, help and writing support. And so but the space that they got was known for retail. So the landlords, like you, have to sell something. So they decided to because of the space and the way it looked to sell pirate supplies. Well, i love it, i love that are born of necessity. Ok, sure, we’ll we’ll sell pirate supplies if you want, but we’re going to train students in the back and teach them and have writing workshop so that’s, right? Ok, mister landlord, alright, leadership development you you see a problem among non-profits what do you see? Well, you know, i think a lot of it is that we’ve got these incredibly talented people come to us and now, you know, and i know i’m getting older and they’re getting younger, they’re coming to us and i think because of the way for some of our non-profits vessel for small non-profits structured, we don’t have a lot of opportunity or a lot of funds to be able to offer leadership, development or any other profession development to our staff. We wind up doing it either at hawk or trying to find things for people class is for people who take that might be free. Um, and we’ve got, you know, amazingly talented people who didn’t wind up if they’re not getting the professor development, they need opportunities to advance opportunities to learn they tend to leave and go elsewhere and go to other organizations, and then that hurts us because, you know, for most of us and small and medium sized non-profits you’ll have one development person, right? And imagine it one development person who’s, one of most important people in your organization leaves and you have to find a new one, or you have don’t have someone in the organization who can take over for that person or can move up the ranks and take over for that. So we need to invest in our in our people in our future is another issue out there, which is the baby boomers ceo retirement cycle coming up something like thirty percent, they’re going to retire in, i don’t know. What is it? Ten years or so, something like that? Yeah, ten year, five, ten years things have happened sooner and then the recession hit, you know latto staying but now it’s it’s looming you know this idea, this thing of people who are older people started organisations, organisations have been around for a long time will be leaving and so the next generation are we ready for that to happen? And have we train the next generation of leadership to take over that? Those spots okay, eight to six has been doing a lot of things around this now we have just about a minute and a half or so before we take a break. So i’m going to if you don’t mind, i’m gonna tease a little bit, you know, we’re going to talk a little about succession planning and job descriptions and hiring people that have more than just passion that’s important, but it’s not good enough by itself and, uh and you’re gonna tell us a little about special snowflakes, right? We’re gonna talk a little about special snowflakes that’s, right? Ok, there’s, the teas will go out right now for the break and when we come back, gerald richardson i the eight to six national ceo going to keep talking about leadership development be with us. You’re tuned to non-profit radio tony martignetti also hosts a podcast for the chronicle of philanthropy fund-raising fundamentals is a quick ten minute burst of fund-raising insights, published once a month. Tony’s guests are expert in crowdfunding, mobile giving event fund-raising direct mail and donor cultivation. Really, all the fund-raising issues that make you wonder, am i doing this right? Is there a better way there is? Find the fund-raising fundamentals archive it. Tony martignetti dot com that’s marketmesuite n e t t i remember there’s, a g before the end, thousands of listeners have subscribed on itunes. You can also learn maura, the chronicle website, philanthropy dot com fund-raising fundamentals, the better way. Welcome back to big non-profit ideas for the other ninety five percent let’s do a little live listener love about new bern, north carolina going to be down there very shortly. Komac, new york and st louis, missouri, about those live listener love each of those cities and we’ll be going abroad shortly. Yes, we have r listeners checking in from asia, as always, affiliate affections if you’re listening on one of our am fm station affiliates, whatever time the station has worked us into your, uh your your schedule precisely knowing the best time for your community be listening affections out to those am and fm affiliate listeners and the podcast pleasantries, thie over ten thousand listening in the time shift, whatever you’re doing, wherever you are pleasantries to the many, many podcast listeners, we’ve got vast audiences, so we have constituents here, gerald, the way we got multiple constituents it’s good, and then we got twitter followers and you know well that everybody has those, but not everybody can send affiliate affections and podcast pleasantries, all right? So let’s, let’s get started labbate now, so we have to invest in our future leaders, and i know you’re going you’re willing to share some stuff that eight to six is doing, and then we could go a little broader beyond that, too. But you have some ideas around succession planning, you know, weird. And i was just getting we’re just getting started, okay? We’ve got some art. So i will give a great example. Is our chapter in boston a sex positive? Greater boston, bigfoot research, bigfoot research. Okay, excellent. But they had, you know, their executive director, unfortunately, is moving on. He’s been expected record for about eight, nine years. He’s moving on. But he has been grooming his successor for the past couple of three or four years. She’s been in the organization, was directive education and became the associate director. And that type of work of having the person and having them learn having them understand the organization inside. Now, there’s a thing that we need to do to have that person move up through the ranks. And she’s taking over in april that’s fantastic for us because there’s not going to be that sort of thing. Stupid knowledge is still there. And the person will understand the organization and understands the community that we work. And and the students is going to be there. So it’s fantastic for us. So across your seven chapters, you have roughly a hundred employees, right? That’s? Great. Ok. And it sounds like you you would like other chapter’s to be as proactive about succession planning as boston has been that’s, right? It would be great. I mean, even here then i was i’ll admit to it honestly, at the national office, we’ve been starting starting to think about succession for even myself just to have a plan in place. No, i joke with much i thought, you know, if i walked and i walked off and decided to move to the city tomorrow, who would who would be the person that would take over? And we’ve got some great people here, you know, on the ground, we’re doing the work, but we haven’t been very serious about it, and i think for although many of our chapters, we haven’t been serious about it all. We’re thinking about it and trying to figure out how to put the plans in place, but that’s really hard when you’re doing the day to day work and you’re in it every day, you have a lot of millennials working for eight to six what do you see? Characterizes them around? You know, they’re they’re future development there, their interests in career, you know? You know, we’ve got a lot, you know? We’re lucky, you know, we’ve got their their passionate, they love and in millennials, you know, all the researchers point to the fact that they love giving back, they love service, um and they want to support, you know, the communities they live in. So for us, it’s been great because we have these people come in and they’re really excited and how do we keep them invested, right? How do we keep them? How do you keep them happy and evolving? And i think we have to keep giving them opportunities to grow, you know, the the flipside is, of course, in the joke, and you’ll see videos and things online. Everything of many of them are many millennials will come in and go wired. I the director already i started yesterday was today, right? Yeah. Um we’ve been lucky enough that people you know, that they are i will say we ve no, it goes, it runs the gamut, right? But we’ve got people who are understanding, then wanting to learn and wanting to grow and wanting to stay here we give me now, we are lucky enough to have many people in the station’s been with us for, like, three, four, five years, so we would want to keep those people. So we’ve been working at and thinking about ways to provide professor development in town development for that. All right, so what? What are some of your thoughts you can share? You know, we right now we are looking at i don’t know if you’re listening to know it’s called non-profit ready, we’re about to join this network that has videos and, um, really profession development seminars and things online that staff can plug into it. So we’ll be plugging into that, um, this year to give staff those opportunities, we do a staff development conference every year where we bring everybody from across the network together into one of our city’s where we’re at and we bring in besides talking about what we do in sort of doing sort of the internal work of sharing best practices we bring in a lot of people from the outside. World imbriano fundraisers we bring in school, teachers, principals, we bring in educators the works to come and talk to our staff about what’s going on and providing them with frameworks and profession development tto learn so they can grow in their jobs. So that’s a big thing we do on a yearly basis and now we’re trying to improve that where it’s not just that one time of the year, but we’re trying to do it throughout the year and that people have opportunities to plug in. So do it throughout the year virtually virtually. Yeah, and then and then maybe get together physically once a year. That’s, right? Yeah, we do that once a year anyway. And but to be able to do something to provide people, could you know that it’s it’s, a very group of people and people coming to us at very different stages of where they are, you know, we get people coming directly from college and the people who worked a couple of years and so it’s with a hundred people it’s how you don’t want to give you want to get people at least things that they are interested in and that fit for where they are in the job cycle of where their life cycle is rather trying to give the baseline of, like, every, we’re all going to do the same thing because, you know, people at that point people like you’re not giving me anything i need. Yeah, and that’s when they start to depart and the network that you mentioned is that you say is non-profit ready? It’s non-profit ready, okay, you want to you want to see a lot more about what they do since you’re about to join? I’m sure you know, they we they’re run by the sea as i’m gonna get cso de foundation it’s out of los angeles and they’ve got a website and they’ve got that’s literally hundreds of videos about different, you know, on different topics is not just a charts excel like how to use excel, how to be a great manager, how to coach her staff, how to deal with difficult conversations and it’s all online, and any of our staff will be able from our landing page will be able to plug in to these videos and take advantage of them and and we can track and see. What they’re doing, what they’re looking at would be able to point them in the direction of saying someone we have that’s being well, we’ve got a staff member that might become go from being a program assistant to a program manager and might now be managing a couple people that we can point them towards this video and say, hey, you know, here’s, what? Here’s a first step of learning how to manage people and watch a video all right? Outstanding. So you are investing in development, there’s that there’s your annual conference, you think about expanding that conference and get together. So you’re paying a lot of attention to this that’s right now. All right? Um, job descriptions. You, uh you have you’ve been thinking about your your job descriptions, pulling up, getting out, you know? Ah, you pulling them together? You know, i felt when you say the special stuff like syndrome falik college, you know, we is an organic organization, right? We grew and there wasn’t the national office came after all the chapters on dso for these smart, amazing people on the ground. They had to build things from the ground up. And so our job descriptions and a lot of places are very different, but they’re the same, you know, technically the baseline that the same job, so we’re trying to get some clarity around what the jobs are and so a program assistant in one city, there might be some variation, but the program assistant in boston is doing, you know, the baseline, the same work as a program assistant in new york or programs assistant in los angeles and therefore giving our staff the opportunity since it’s the you know, we’ve got so many millennials if they want to move from an l a to boston that they know, okay, that job is going to be the same. I know what the skills i need to be. I know what the competencies r i know what i need to do to go from this job to this job that the city might be different students are different and some of the things i might have to do a different but i know at a baseline that i know what the job entails and how do you think that helps your we’ll help even even more hiring? I also would be ableto for people to come on board and to see what’s expected of me. Right? What’s what’s the job what’s what am i? What am i supposed to do? What can i do? And then also what do what skills do i need? I get in the job and then what skills? I knew howto i grow hot. I continue to grow as an employee. How do i keep how i keep moving? You know, i would look at it as you come into a job and that job and where you are, it’s not the left is not the only place you’re going to be right. Depending on where you come in, you need to be able to grow and to learn and to move through organizations. And so the hope is that someone will come. They’ll see the job but they also see the job descriptions and be able to see clarity along the lines of if i’m a program assistant here and i want to be a program director, i could grow into the job and here’s, what i need to do to get to that point now, it’s been about eighteen years since i have interviewed for a job thankfully, because i’m i’m i’m unemployable. Nobody would have me working for them. I mean, subordinate, i’m antagonistic, you know, i know the right. I know what’s, right? And you don’t so it’s better that i have my own business. But, like, eighteen years ago, you would not have asked in a job interview a za candidate. Well, where can i grow to what what’s the next what’s my progression. But is that pretty standard conversation now in interviews? I think sometimes it depends. I think, you know, you get people who i say, the people who are savvy at least this might not be in the interview. But it might be after your first year. You know, i usually i like to ask my my staff, um, after a year or so of being there. And, you know, we do our one on one meetings. I think what you want to be when you grow up, you really want to go, right? What? What? What do you want to do? And we’re in the organization. Would you like to be like, oh, and how can i help you? Or, you know, thinking about it even if they stay. And they might move somewhere else. How can i help? What skills can i help you get? All right. So so maybe it’s not in the job interview so much. Yeah, i mean, sometimes you get people who will ask, you know, i’ve had people who asked, you know, they’ll come in and they’ll go, um what, like sort of what the mobility is or where, you know, someone asked at one point like, well, you know, i’m here what if i wanted to move to another city and be, you know, moved to another two in l a somewhere else? I’ve had that happen in other places i’ve worked. And how do you evaluate that? Would you say that’s? Ah ah, positive attributes that the person is enquiring about that or that their sound like malcontent, they’re not going to be happy with the job they’re interviewing with up for, you know, the job there before, you know, i think it depends on what this been, how they if they’re savvy enough to put a spin on it, of saying that they look at the job and the organization is a place that they want to be, you know? If you have to come on board and they’re like, well, i’m applying for this job. But really, i really want that job. Well, that’s a red flag, the red flag, right? But if you get some of this asking questions about you know is their upward mobility, you know, is this a place? You know, the question. Usually what it is is a place that i can b and i can create i can build a career at. Okay. Okay, well, that’s, i agree. That’s well, put them. Yeah, it’s sounding like you know, i’m i’m committed to you. And i want to make sure that i can grow within your organization. That’s, right? That’s, right? I mean, i had one job where the person i went to my buddy’s been of the organisation for years. And i went to my boss and i said, you know, okay, where do you see me moving in the company and literally looked at me and said, i don’t well, oh, i don’t not even envy that. I don’t. It would like there’s nowhere for you to go. Yeah, and okay. Okay, well, then i should go. But that’s. Good for me. To know. Yeah, yeah. All right, all right, honest. I mean, you weren’t you weren’t being led on that right now. Okay? Okay. Um all right. So what? You know about this investment in talent and things? And there are some things, though, that you can do, like, you know, that don’t involve a lot of a lot of money. Or even i think you really liked even too much time. But there’s the learning circles creating creating a learning circle around, you know, for your peers and your network if if such a thing doesn’t exist, salem more about that? Yeah. Yeah, we do here a national office. We actually started. Ah, someone of a book club, right? To talk about different books around leadership and business. Um, give many staff not just sort of the director level staff, but all the staff an opportunity to talk about and learn from each other about what was going on in business. And then i do. I connect with a lot of other executive directors and a lot of other ceos at other non-profits which has been invaluable for me to be able tto learn and tio here. How other people deal with different issues, right of of, you know, whether they be personnel, whether they be programmatic, whether they be around fund-raising it’s just that you know, the opportunity, connect and talk to people. Um, we’re sort of within that framework of where you are, he’s, incredibly helpful, and i tell my staff all the time, you know, how do we get you connected to safer my director of field operations connected to a director of field operations and another organization or several organizations? And you can plug in and have those conversations that will help you learn more. So if this doesn’t exist in your community going created, definitely, i mean, i would think non-profit, you know, colleagues would be willing, and maybe some of them have also been scratching their heads wondering, do you? Why doesn’t this exist? Or if it did, i would join you know, you may find cem cem, sympathetic souls who been thinking the same way, but you’re the proactive one that’s, right? That’s, right? Some of my best friends are other ceos and edie’s and other organizations, and we will get together either over dinner or sometimes was over drinks many times over. Drinking. Excellent. Excellent. I love this guy. Yes, i wish you were here. We’d have a glass of wine right now, right? Okay, so so, you know, alright. If so, if there isn’t some kind of ah, learning circle or networking group, you know, whatever you wanna call it in your community, you know, reach out and create one start with, like, three or four people. And within six months, you probably have a dozen people asking you to join that’s, right? It doesn’t have to be very. You know, i think people tend to go out and they decide what we got to get, like, twenty people in that write it like three or four, you know? And we all know we need to go to conferences or we gugliotta different events and things that we meet. People, you talk to them and you always think, oh, when you’re passing on the business card it’s usually more around business rather thinking about here’s someone i might want to talk. We talk let’s go have lunch and talk like what’s on your mind. What? What challenges you have? How are how do you deal with this problem? I got this. Staffing issue or i have this fund-raising issue or this compliance issue or this local government issue. You know, how are you guys dealing with this? Right? I mean, that’s, right? Exactly. People want to be able to cut, they want to be able to connect. And i think for most part, it’s funny you will talk to people, and they’re like, i would love to talk to people, right? Someone else who runs another organization who might be having this issue around trying to connect to a corporate funder that they’ve been having a difficulties. And what can you share or dealing with? Um, you know, a staff member that i might have an issue and someone that they can grayce. Aiken, how do i what do you doing with staffers? What are you doing in this? What would you do in this situation? There’s? This other item called ah three. Sixty evaluation that somebody could do on their own. Investing in their own leadership development, learning about themselves. Explain what that’s about. So three. Sixty is pretty much you are i it’s? Funny cause i would i do with i do them all time where you are getting information and your surveying, not just its your staff, you savor your board, you survey other people who work in the organization. So you’re pretty much getting and it’s your own also your own self evaluation. But you’re getting insight and, um, answers from everyone around you people work for you could be stakeholders. It could be fundez you work with different organizations, different people do them differently here. I would pay for my ceo review it’s the board it’s my staff and it’s, the executive director’s across the network. And you have to be open to the fact that, you know, you might get some things you don’t want to hear something you’re like. Oh, i didn’t know that, but i find it, you know, when it’s done well and you don’t have to do it all the time, but maybe every other year, every two years, every three years that it gives you a lot of insight into what people are thinking in, how you’re doing all right, let’s, sort of things you need to address this need to address this scares the hell out of me. I’m telling you, i think i got everything back and i was like, yeah, he did it at another organization by when i was working at the network additional ownership and was for ah leadership program, and i got it all back, and i’m reading through it and, you know, you’re sitting there wincing like i owe you a lot of some of it was good, and some of it was like, i was, you know what? Okay, and some of it was like, it was painful to read because it was your learning about yourself and things you don’t do you think you do well, but you don’t do well or gaps that are missing or things you need to improve on? Yeah. Like i said, i’m chronically unemployable. I don’t really want to hear these things, but valuable. I called a guy who goes out and ask those questions for you on your behalf. You for the three sixty you can you can you can find actually, um, things like board source, sports sources is that it’s ah website with a non profit that helps boardmember xero but they also have ceo information, and they have a built in surveys already so you can just administer it, like for me, my board offgrid does my my exact committee, my my board chair does my review, and so he sent it out to everybody and it sort of a standard survey, but it’s anonymous, right? Everybody, of course out their stuff, they send it out, they offended and they agree it information, and then you get the snippets of it, you know, i’ve done it where you’ve gotten, um, you get back, and it would literally was a booklet of everybody answers and all the information. And so if you didn’t, you know, not identifying information, but you learned how people answer certain questions about you. All right, we have to relive it there, gerald. Thank you so much. Thank you. Thank you very much for sharing about eight to six. Welcome. Thanks my pleasure. Gerald richard, ceo of eight to six national on twitter at gerald eight to six. Ceo used the arabic aimee semple ward. And forget leadership join in are coming up first. Pursuant they’re cloudgood based tool velocity is designed specifically for those of you who are gift officers and that may, of course, that may be the executive director ceo or you may have designated fundraisers. But whatever whoever’s filling that role in your organization, velocity is intended and works to give them you a macro and also a micro level of work toward goals including, like number of active proposals and the average close rate and the revenue which is, you know, most critical dollars raised. So you have all the metrics, along with keeping, helping you stay on task, you need to raise more money. Velocity helps you also pursuant has a report it’s just out today on their research around relationship fund-raising and all this is that pursuant dot com also crowdster their new one of a kind apple pay mobile donation feature, of course, crowdster crowdfunding and mobile donation sites. The apple pay mobile donation intended to increase donations that are coming via text. Crowdster gives you back office simple on dh, elegant sites that that our front side the donor see so easy on the back end and very easy on the eyes and elegant for your donors. Those crowdfunding campaign sites and they are crowdster dot com. I’m actually thinking about it. You could you could probably use crowdster alongside velocity like crowdster would be the outward facing for the campaign and velocity managing the behind the scenes, the details, the metrics now time for tony’s take two i have more videos from ntcdinosaur the twenty fifteen non-profit technology conference, we’re going to be talking about twenty sixteen very shortly. The’s are the com videos. The interviews are on your online community and creative commons. What does it take to have a successful online community that truly engages people? And how do you measure that success? What is a creative commons license? How do you get free art software and databases from the commons and the other open movement sites? All those questions answered and more. My video with links to those two video interviews, is that tony martignetti dot com and that is tony’s take two. Amy sample ward is here she’s back it’s been a while since i think that she was live she’s, the ceo of non-profit technology network and ten and our regular social media contributor her most recent co authored book is social change anytime everywhere about online multi-channel engagement her block. Is amy sample ward dot or ge and she’s at amy rs ward on twitter? Any step award? How you doing? I’m doing well, how are you doing? Terrific ly. Everything okay in portland, oregon? Yes, things were okay on this coast. We don’t have any aah! Winter advisories or no apocalypse coming our way. It’s actually pretty funny today, here in portland. Wonderful. I’m happy that’s. Very good. I don’t mind. I don’t mind some snow out here and i i think the media is probably building it up a bit more than it needs to be. Snow has been with us for quite some time. Well, this morning i was on the phone with some community members in d c and they were. They were of the belief that everything was going to be fine. But they were surrounded by everything being closed and, you know, being told that they should go home early and all of that. So i think think the infrastructure may be preparing for the worst, even if the people are assuming they will just have a nice dinner at home. Excuse me, we’ve got sixteen ntcdinosaur profit technology conference coming up in march, we’ll talk about that. Yeah, i am really excited this is our, you know, the ntc changes cities every year, and this is our first time going to san jose will be in the convention center there, and i think for a lot of community members that feels like this is our first time really going in into the more silicon valley techie side of things and compared to other cities that maybe have a mix of all different sectors and what are the dates in march? And how did people get info? Sure, so the main conference will be march twenty third through the twenty fifth on, and there are a few different pre conference kind of all day workshops that folks consign up for so those air on the twenty second so, depending on what you want to do with either the twenty second or the twenty third until friday, the twenty fifth and you can go to the end ten website and ten dot or ge andi, click on the top on go to the ntc website or you could just type in the whole earl, which would be intend that organ, flash and pc. Okay, but that’s not necessary, because ntcdinosaur right up on their home page. Yeah, okay. And i am hosting ntcdinosaur, which i am very excited about. I think it’s going to be really sorry. It’s, like i’m trying to use language from the first half of your show that’s, more leadership, develop ment and, like organizational language like this is a very strategic merger of programs thank you know, in in different years we’ve tried to make content, um, that’s available outside of physically being on site and part of that’s because we’re committed to accessibility and recognize on ly two thousand people are on ly two thousand people will be at the conference, but the community is much larger than that. Not everyone is able to travel to the conference every year. We want there to be content from the conference that folks who aren’t physically there can still access, but we also i know that there are a lot of a lot of barriers to making that successful there’s very obvious barriers of cost, like trying to do stream a session or something, you know, those kinds of pieces, but there’s also the you know, if you’ve ever watched a video of a conference where they just have a camera set up in the back of the room and you’re really far away and people are just walking in front of the camp a lot of time, you know, screaming the session is not super engaging our valuable because you can’t have a conversation in the room when everybody breaks into groups, right? And you can’t always really tell what may be the questions are what the slides look like. So also thinking, how do we make this something that makes sense? If you are listening to the content, you know, that you’re not missing out fundamentally by trying to look at the at the screen? So knowing that you have had some really fun interviews with community members and speakers, we thought we’d merge those two ideas into something where, you know, you’re still holding interviews and still talking to different speakers about their sessions and highlighting really the diversity of content and sessions that happens, but we’re amplifying that as much as possible, so folks can be listening into those interviews and conversations all throughout the day. Well, i think it’s brilliant, of course i’m hosting it, so i’m biased, but i s so it’ll be a stream of interviews that i’m doing, and then those interviews will play later non-profit radio for folks who can’t join ntcdinosaur i’ve but then we’re also going to break away to some some of the, like the plenary sze right? For instance, you got all of the memories. We’ll also be available if you can listen into those and the plenary there each morning and two of the mornings, they include ignite presentations, which is a format for presenting where they’re just five minutes long and there’s a different presenter in each of those five minutes on, and they have five minutes to tell their story or share their perspective on their slides so you won’t see this lives of course, on the audio, but they’re slide move automatically every fifteen seconds, so whether they are prepared for that or not replied, they’re just going to keep on moving, which makes it you know, it keeps it kind of lively and really you only have five minutes because your slides will stop and you’ll be done alright, very yeah, not a very subtle way of getting somebody off stage in five minutes. All right, exactly. So award shows should just have a night reasons, right? That’s, right? You could save money on orchestras. Just this. Wait. We don’t need the music to swell. Right? The benefit to is you can have something different on your slide than what you say out loud so you could have all your thank you’s, you know, already preset up is all these auto rotating lives, and then you could just talk about whatever you wanted because the thank you’s will happen on their own in the background. That’s exactly exactly what? All right, well, so where can people get info on ntcdinosaur i’ve that audio stream? So if you head to the antenna website and click on the nbc, you’re looking at the ntc specific content underneath the i wanted i’m literally looking at the website now because i am afraid that i’m going to tell you the wrong thing, okay? So underneath at the ntc, which is the navigation there’s, a page about the ntc live, which is where we’ll be putting more, um, you know, the schedule once we kind of decide who’s doing that, what time’s that up so folks can see that ahead of time, and then, of course, that’s, where you’ll get you’ll go to that same page to get the link to listen, ok, cool, so we’ll be selecting interviewees and then they’ll go up on that page. Yeah, it’s going great fun. I’m looking forward to really, uh, very much hosting ntcdinosaur with you would be wonderful, i think it’s going to be really a fun way, teo also add opportunities for folks at the conference to share kind of what was in their session and even get more feedback from people listening in that aren’t there indeed, because we’ll have to be able to live tweet, we’ll figure we’ll figure all that out how people going toe dahna let’s ask the questions right from the from the live stream we’ll figure out howto how they’re going to communicate live tweeting or whatever. I don’t know, right? Okay. Yeah, exactly. Okay, we’ll get there. We got till march twenty third. All right. Um well, twenty seconds. People come early, okay? Let’s, let’s talk about now, you know, with gerald, of course we talked about developing leadership. Now we’re talking about forgetting leadership, but not your people were talking about hashtags and campaign. So, um, let’s start with the hashtags. And what is it? What is it to jump on a hashtag? Well, i think a lot of people think of hashtags as something that they would decide and go ahead and start using right there. They’re already in use a lot of times, especially when you know a hashtag you don’t want it to be super long because then that means most of your messages just writing out some long, complicated hash tag, right? So when you’re when you’re really wanting it to be quite short, the probability that someone’s already used those same five letters, you know, tio tag something else, that probably means something else entirely is really i’m just a super quick example, i don’t know if you remember this, tony, but from last year’s conference at the mtc, we were using fifteen anti seizure, which every year we just use the year and then tck, but inevitably, folks kind of type it wrong, or they think of it in reverse in their heads, so folks were typing and tc fifteen, and we saw them doing that, so we thought, well, we better go research with that other hashtag is, you know, maybe no one’s using it and it’s okay? Or maybe someone is and now we’ve got a bunch of, you know, highlights from a non-profit technology conference going into some other hashtag stream and when we research that we realized it was for nike training camp fifteen and all of the nike training camp tweets were like people in super intense spandex workout clothes like doing activities, so it was very interesting. That’s not interesting way don’t know interwoven with i’m in a great data visualization here i am in my spandex yeah, that there’s not a lot of overlap between those two circles. Yeah, right, right. So the value of of double checking a hash tag before you start using it israel, he should certainly do that, and but sometimes it doesn’t matter sometimes of super generic or sometimes it’s a hashtag somebody used for another conference maybe you know, when it’s over six months ago and no one’s used it since. So it isn’t that it’s bad to use the same hashtag, but you should see what it is in case somebody else is watching that and i think starting to use one needs to feel intentional so that you are not, you know, part of that nike training camp, starting to see these other hashtags and saying, what are these people do? You know you are not a part of this community, right? It feels it feels weird if there is an active community using that hashtag it’s, not teo, that separates the world of hashtags, at least in my mind, as hashtag that are used kind of indefinitely. So an example of that would be hashtag non-profit radio. Even though you have a show that’s live on fridays all during the week, you’re still using that hash tag people in the community or unit hashtag to talk about, you know, maybe some of your blood posts or different episodes they’ve listened to or some of the videos they watch, you know, it’s, an active community that isn’t a time time bound use of that hashtag versus the hashtag that really is just for a specific event or a specific campaign like sixteen and tc, right? Once the conference is over, probably people won’t be using the hashtag much anymore, right? And that’s okay, because the purposes over on and i think as organizations think about hey, do we want to try and get some are content into this community, right? If we’re thinking of a hashtag that way thinking about it is this a community that exists kind of indefinitely long term? Or is this a campaign that’s currently running or is this, you know, an event that’s coming up because that changes? I think, how you place your content into that community? Is it going to go away? And they’re not gonna pay attention anymore? Or are you committing to maybe now regularly participating in that conversation? Are you using the hash tag because you want to start using it regularly and that i think it is a bigger decision that a lot of folks think it is because usually they’re just like, well, hope would have take on this and see if anybody respond, but if you’re intentionally doing it, it’s an opportunity in those kind of indefinitely used hashtags tio to reach a segment of your community, maybe you aren’t engaging highlight folks from your community to that group and say, hey, we are a part of this, i think one example to use in that way. What is the hashtag for? Black lives matter certainly started at the campaign at first as a way to elevate riel issues and real voices and now has continued, right, so it has surges when maybe there’s a rally in a certain city for an event going on, or even a really big news news story. But it’s still used all the time, right? As people are kind of collecting and and sharing content and making certain topics visible within that community and an organization that wants to join that should consider that they’re joining that to continue a conversation. So did they may be, have ah, community members who are active, and instead of creating some new content, whether it’s on twitter or facebook or instagram, you know hashtag they’re used across the internet, they don’t you don’t have to create something new to say. We have something special to say you could start by amplifying members of your community who are already actively part of that community and saying here some great tweets from a community member who participated at that rally, we just want to retweet them, right? Or we just want to share some of their takeaways and you’re gonna re post their instagram post, okay, we’ll take a break, uh, we’ll continue the convo after a couple seconds. Like what you’re hearing a non-profit radio tony’s got more on youtube, you’ll find clips from stand up comedy tv spots and exclusive interviews catch guests like seth gordon craig newmark, the founder of craigslist market of eco enterprises charles best from donors choose dot org’s aria finger do something that worked, and they are levine from new york universities heimans center on philantech tony tweets to he finds the best content from the most knowledgeable, interesting people in and around non-profits to share on his stream. If you have valuable info, he wants to re tweet you during the show. You can join the conversation on twitter using hashtag non-profit radio twitter is an easy way to reach tony he’s at tony martignetti narasimhan t i g e n e t t i remember there’s a g before the end he hosts a podcast for the chronicle of philanthropy fund-raising fundamentals is a short monthly show devoted to getting over your fund-raising hartals just like non-profit radio, toni talks to leading thinkers, experts and cool people with great ideas. As one fan said, tony picks their brains and i don’t have to leave my office fund-raising fundamentals was recently dubbed the most helpful non-profit podcast you have ever heard, you can also join the conversation on facebook, where you can ask questions before or after the show. The guests were there, too. Get insider show alerts by email, tony tells you who’s on each week and always includes link so that you can contact guess directly. To sign up, visit the facebook page for tony martignetti dot com. Hi, this is claire meyerhoff from the plan giving agency. If you have big dreams but a small budget, you have a home at tony martignetti non-profit radio. We’ve got some more live listener loved to coverage to cover brunswick, ohio live listener love out to you and let’s go abroad as always checking in seoul, south korea, so grateful always week after week soul anya haserot and tokyo multiple tokyo as always, konnichiwa we also have someone in georgia, the country of georgia we can’t see your city, i’m sorry, tbilisi. I know it is a very big city there, if not the capital, but wherever you are in georgia live listen her love to you any sample ward in portland, oregon, which i know is not oregon oregon i’ve been admonished and now i have it down, ok, we were we just have a couple minutes left couldn’t win it. We went a little long. Anything more to say about well, i guess that’s okay there’s one thing i’d like to know so well how do you decide whether you should jump on or if you should just not and create your own hashtag that’s that’s a great question, i think part of it for me at least is seen it. A significant number of our community members are already using that hashtag if they are it’s a way to kind of endorse of course, that they’re using that has shaped but also join into a conversation that’s existing instead of trying to completely start something new. If you’re launching a brand new campaign and it’s unrelated or you have an event, i wouldn’t try and make your event part of someone’s hash tag or something like that, but when it comes to more general content, i think it is worth considering joining an existing conversation. First again, you have community members that are there, but it might be an opportunity where there’s other folks who aren’t really connected, tio, who aren’t really part of your community yet, but share an interest and could see you through through joining in there. Um, but starting something new, i think, really just means okay, let’s, do a little bit of research look up this hashtag i thought i’d pull up just a couple examples folks might use to search, and i complete these out on the non-profit radio hash tag to for folks that are listening now, but a couple that i used just to, you know, double check what what a hashtag is that maybe i see being used um one is hash at it it’s all one word, but it looks funny so it’s hash the word hash at it dot com and you could just put in even if you don’t know if it’s in use or not, you could just put in a hashtag and it’ll tell you some stats about it. You can see where it’s being used. Another option for that is a site called rice tag like rice like the food tag um, but something that i found helpful is, you know, on another website or another social tool that is really reliant on hashtags is instagram and that’s because on instagram, hashtags work just like they work on twitter, facebook, et cetera where you know they become a link and you can see all of the all of the photos people are posting with that hashtag but on instagram, links are not hyperlinked so if i were a post a photo of you and i dont see it put in non-profit radio or tony martignetti dot com it’s just plain text, it doesn’t turn into a link. Hashtags are really important for organizing and elevating content and ikonos square, which really is all one word of the website ikonos square is a really helpful tool for your when you’re on your computer to search instagram so you can from your computer where you have a better screening and khun seymour at once could search for hashtags and get a sense of okay, it is this content that matches with what i want to be sharing or is this a hashtag being used that obviously has, you know, a context that’s very different than mine? Excellent. Okay, i’ll i’ll put these in the takeaways for the show, but what was the middle one? Rice say that one again rice tag just like the food and then tag like hashtag okay, excellent. Okay, um all right, we just have a few minutes and we wanted to say little about campaigns vs vs hashtags what? First of all, just make sure nobody knows what’s what’s the difference we’re talking about now hashtags. Ah, different purpose. Yeah, and i think what uninterested in trends that i’ve seen kind of waiver back and forth is when you’re running a dedicated campaign some sometimes the trend is up where people really want to use a half. Shag other times and i i don’t really know why because i’m not hiding my opinion here people want to create accounts with that name, and i think the opportunity is really to focus when you’re running a campaign on a hashtag because that hachette can be the same across lots of different channels, you know, we can have sixteen ntc and we can search for that on twitter or facebook or instagram or pinterest wherever we’re looking for the same hashtag whereas if you rely on your campaign having account in that name, well, now you’re goingto have to goto every platform you think you want to use, you see if that account name is available across all those, all those sites yeah, so i think the hashtag is a better kind of cross platform multi-channel tool when you are launching a campaign and then it’s all about your content if you want to direct people to your website, if you’re asking them to taken action or donator, sign up whatever that becomes the message and the hashtag is kind of the unifying tag a cross channel? Okay, we just have a minute left. Sharon example oh, god, i mean, we could go back to the example from before. Actually, i think when black lives matter for started as a more campaign focused tag, it was it was ah, placeholder web site for information and then ah hashtag everywhere they did not. The organizer’s did not approach that, as you know, we need to start claiming a bunch of pieces of the internet by finding and making profiles instead, we want to put our hashtag on things to elevate them as part of a conversation consistently wherever we might find those. Okay, we have to leave it there. I’m sorry. Thank you so much, though yeah, no, that was a great conversation. I thought so, too, amy sample board, you’ll find her and twitter at amy r s ward next week, the twenty fifteen giving analysis and twenty sixteen forecast atlas of giving ceo rob mitchell releases the results for twenty fifteen and what we can expect for this year also professors paul service and doug white commenting what would it be without the academic commentary? Come on, if you missed any part of today’s show finding on tony martignetti dot com i’m still thinking about the singing i’m taking my time with this decision, it was must be handled. This must be handled delicately responsive by pursuing online tools for small and midsize non-profits data driven and technology enabled pursuant dot com, and by crowdster online and mobile fund-raising software for non-profits. Now with the apple pay mobile donation feature. Crowdster dot com. Our creative producer is claire miree off. Sam liebowitz is the line producer. Gavin doll is our am and fm outreach director. Shows social media is by dina russell. Our music is by scott stein. Be with me next week for non-profit radio. Big non-profit ideas for the other ninety five percent. Go out and be great. What’s not to love about non-profit radio tony gets the best guests check this out from seth godin this’s the first revolution since tv nineteen fifty and henry ford nineteen twenty it’s the revolution of our lifetime here’s a smart, simple idea from craigslist founder craig newmark yeah insights, orn presentation or anything? People don’t really need the fancy stuff they need something which is simple and fast. When’s the best time to post on facebook facebook’s andrew noise nose at traffic is at an all time hyre on nine a m or eight pm so that’s, when you should be posting your most meaningful post here’s aria finger ceo of do something dot or ge young people are not going to be involved in social change if it’s boring and they don’t see the impact of what they’re doing. So you got to make it fun and applicable to these young people look so otherwise a fifteen and sixteen year old they have better things to do if they have xbox, they have tv, they have their cell phones me dar is the founder of idealised took two or three years for foundation staff latto deigned to add an email address their card. It was like it was phone. This email thing is fired-up that’s why should i give it away? Charles best founded donors choose dot or ge somehow they’ve gotten in touch kind of off line as it were and and no two exchanges of brownies and visits and physical gift mark echo is the founder and ceo of eco enterprises. You may be wearing his hoodies and shirts. Tony talked to him. Yeah, you know, i just i’m a big believer that’s not what you make in life. It sze, you know, tell you make people feel this is public radio host majora carter. Innovation is in the power of understanding that you don’t just do it. You put money on a situation expected to hell. You put money in a situation and invested and expected to grow and savvy advice for success from eric sabiston. What separates those who achieve from those who do not is in direct proportion to one’s ability to ask others for help. The smartest experts and leading thinkers air on tony martignetti non-profit radio big non-profit ideas for the other ninety five percent.